NOS_LAIS_Eng_Final

National Occupational Standards for Information and Library Services, Archives Services and Record Management

National Occupational Standards

2 National Occupational Standards for Information and Library Services, Archives Services and Record Management

Introduction 6

Standard A SA1 Understand the external environment 8SA2 Understand the organisation 11SA3 Identify customer requirements for information and library services, archive services

and records management 13SA4 Develop and contribute to strategy and policy for information and library services,

archives services and records 16SA5 Influencestakeholders 19SA6 Develop and implement operational plans for your area of responsibility 23SA7 Evaluate the performance, value and impact of services 25SA8 Plan improvements to services and functions 28

Standard BSB1 Ensure compliance with legal regulatory, ethical and social requirements 31SB2 Enable the learner and prospective learner to access information 35SB3 Identify and apply professional codes of conduct and ethics 38SB4 Comply with your employer’s values, policies and procedures 40SB5 Advise on information governance 42

Standard C SC1 Determine customer and organisational requirements for content and collections 45SC2 Establishwhatcontentisavailabletomeetidentifiedrequirementsandsourcesofsupply 47SC3 Develop content and collection acquisition policies and strategies 51SC4 Develop, negotiate and manage supplier relationships 54SC5 Acquire external information, materials and services 57SC6 Acquire internal content and records 60SC7 Acquire archive materials and collections 63SC8 Manage information quality 66

Contents

3National Occupational Standards for Information and Library Services, Archives Services and Record Management

Contents

Standard D SD1 Developpoliciesandstrategiesforknowledgemanagement 68SD2 Diagnoseknowledgeneeds,assets,useandflows 71SD3 Supportteamandvirtualworking 74SD4 Supportcollaboration,knowledgesharingandre-use 77SD5 Facilitateknowledgecapture 80SD6 Enablethetransferofknowledgeintoinformation 83SD7 Fosterknowledgemanagementculture,behavioursandskills 85

Standard ESE1 Determine policies and strategies for managing content and collections

throughout their life cycle 88SE2 Determinepoliciesandstrategiesformanagingcontentandcollectionsandrepositories 91SE3 Determinepoliciesandstrategiestoensurethatitemsandcontentcanbeidentified

andfound 94SE4 Provideappropriateenvironmentsandsystemsforphysicalcollectionsandrepositories 97SE5 Provide effective virtual environments for digital content and repositories 100SE6 Provide effective virtual environments for digital content and repositories 102SE7 Applystandardsthathelppeoplefindcontent 105SE8 Apply standards for the description and location of items 108SE9 Managecontentandcollectionsforbusinesscontinuityandinformationsecurity 110SE10 Assist customers to organise information effectively 113

Standard F SF1 Develop strategy and policy for service provision 116SF2 Developservicedeliveryplans 119SF3 Promote resources and services 122SF4 Educatecustomerstofindanduseinformation 125SF5 Provide lending services 128SF6 Provide enquiry and search services 131SF7 Provide research and analysis services 134SF8 Provide alerting services 137SF9 Commissioncontentorresearch 140SF10 Present information in appropriate formats for customers 143


Contents

Standard G SG1 Develop and implement your organisation’s strategy for facilitating lifelong learning 145SG2 Provide support to individuals or groups of learners 148SG3 Provide learners with support to use ILT 152SG3.1 Understand the external environment 153SG3.2 Provide learners with support to use ILT: support learners to enhance their

performance using ILT 155SG4 Develop and adapt ILT materials to support learning 157SG4.1 Develop and adapt ILT materials to support learning: plan and structure ILT materials development

158SG4.2 DevelopandadaptILTmaterialstosupportlearning:developdesignspecifications

for ILT materials 160SG4.3 Develop and adapt ILT materials to support learning: design ILT materials

tospecifications 161SG4.4 Develop and adapt ILT materials to support learning: evaluate the effectiveness of

the designed materials in use 163SG5 Develop training sessions 165SG5.1 Develop training sessions: identify options for training sessions 166SG5.2 Develop training sessions: deliver training sessions for learners 168SG6 Enablelearningthroughpresentations 169SG6.1 Enable learning through presentations: give presentations to groups 170SG6.2 Enable learning through presentations: produce follow up exercises 172SG7 Facilitatelearningon-siteusingILT 174SG7.1 Facilitatelearningon-siteusingILT:facilitatelearningforindividualsusingILT 175SG7.2 Facilitatelearningon-siteusingILT:facilitatelearningforgroupsoflearnersusingILT 177SG7.3 Facilitatelearningon-siteusingILT:encouragelearnerson-sitetolearnfrom

each other using ILT effectively 178SG7.4 Develop and adapt ILT materials to support learning: evaluate the effectiveness

ofthedesignedmaterialsinuse 179


Standard HSH1 Provide leadership for your team 181SH2 Provide leadership in your area of responsibility 185SH3 Allocateandmonitortheprogressandqualityofworkinyourareaofresponsibility 188SH4 Allocateandcheckworkinyourteam 193SH5 Developproductiveworkingrelationshipswithcolleagues 198SH6 Develop organisational structures and systems to support volunteering 201SH6.1 Develop organisational structures and systems to support volunteering: identify and evaluate

organisational structures and systems to support volunteering 202SH6.2 Develop organisational structures and systems to support volunteering: design organisational

structures and systems to support volunteering 205SH6.3 Develop organisational structures and systems to support volunteering: implement organisational

structures and systems to support volunteering 207SH7 Manageyourownresourcesandprofessionaldevelopment 209SH8 Promote equality and diversity in your area of responsibility 213SH9 Workwithotherstoimprovecustomerservice 219SH9.1 Workwithotherstoimprovecustomerservice:workwithotherstofollow

plans for improving customer service 220SH9.2 Workwithotherstoimprovecustomerservice:monitoryourownperformance

against plans to improve customer service 222SH9.3 Workwithotherstoimprovecustomerservice:monitorjointperformance

against plans to improve customer service 223SH10 Provide learning opportunities for colleagues 225

Functional Map for Information and Library Services, Archives Services and Record Management 232

Contents


Introduction

About National Occupational Standards

National Occupational Standards (NOS) describe what a person needs to do, know and understand in their job, in order to carry out their role in a consistent and competent way. In essence, they inform ‘best practice’ by bringing together skills, knowledge and values. Lifelong Learning UK has worked in consultation with a wide range of employers, partner organisations and stakeholders to develop NOS. This ensures they are relevant and fit for purpose.

Our aim is that the standards are versatile and support employers in a range of ways, including:

Performance management (e.g. appraisals)•Identifying training needs •Aid in structuring learning programmes (formal and informal)•Recruitmentandselection(e.g.jobdescriptions)•Assessing achievement•Formal recognition of competence (e.g. continuing professional development)•Careers guidance and counselling.•

Awiderangeofindividualsandorganisationswillfindthestandardsausefultoolforavarietyofactivities.Agoodstartingpointistolookatthetitlesoftheindividualstandardsandthendecidewhichoneswillberelevanttomeetyour needs.

NOSfollowasimilarformatacrossallsectors;however,LifelongLearningUKworkswithemployersandothersto ensure that the relevant information required to describe best practice is included. Standards can inform qualificationdevelopment,arestructuredintounitsandasaminimummustinclude:

A title indicative of the content of the unit•An overview of the content of the unit•Knowledge,understandingandskillsneededtoeffectivelycarryoutyourtasksand •responsibilitieswithinaparticularjobroleorfunction Performance statements. Detailed description of the activities which would represent effective •performanceofthetaskswithinaunit Development of NOS is usually preceded by both occupational •and functional mapping.


Introduction

AnoccupationalmapprovidesthecontextandbackgroundtothedevelopmentofNOS.Itillustratesthemainfeaturesandcharacteristicsofjobroleswithinanoccupationalsector,highlightingoverlapswithotherrolesandtheir boundaries with other sectors.

Afunctionalmapidentifiesthefunctionsthatpeoplecarryoutonaday-to-daybasisaspartoftheirjobrolewithinthebroadworkactivitiesthattakeplaceacrossanoccupationalsector.Thisinformationthenformsthebasisofstandards development.

NOS are free to use and easily downloaded from www.lluk.org and from www.ukstandards.org.uk.WewelcomeyourfeedbackandwouldliketohearhowyouhaveusedtheNOS,andinwhatwaystheyhavesupportedyourwork.Pleasecontactusatwww.lluk.org


Understand the external environmentSA1

Area A – Planning, developing and evaluating services

Standard A1:

Understand the external environment

What this standard is about

Services need to be responsive to the world outside. This standard is about understanding the broader environmentinwhichyourorganisationworks,andtheexternaldriversthatinfluenceitsobjectivesandstrategies. It includes monitoring developments and tends in the delivery of services that may impact on future service development.

The standard

Performance criteriaInformation and Library Services, Archive Services and Record Management staff:

1 Identify and prioritise the opportunities and threats to your organisation from the external environment.

2 Identify, evaluate and monitor trends and developments in the operational environment of your organisation.

3 Identify, evaluate and monitor trends and developments in information and library services, archive services and records management.

4 Relate those trends and development to your own services, and consider how they might affect them.

5 Explore and assess a range of future scenarios within the environment in which your organisation operates.

6 Consult with relevant colleagues and other stakeholdersonmarketandtrendsanddevelopments in order to inform and support decisions on future strategy.

Knowledge and understandingInformation and Library Services, Archive Services and Record Management staff must know and understand:

KU1 The relevant local national and international drivers in the environment in which your organisation operates.

KU2 The internal and external drivers for the engaging with your local community in the development of your services.

KU3 Currentthinkingininformationandlibraryservices, archives services and records management.

KU4 Your actual and potential competitors (if applicable), including their activities and relative performance levels.

KU5 Your actual and potential partners, including their activities and relative performance levels.

KU6 How to analyse the factors in the external environment to identify those which may affect the future development of your services.


Understand the external environment | SA1

Performance criteria

Information and Library Services, Archive Services and Record Management staff

7 Undertakecommunityprofilingusingbothqualitative and quantitative methods in order to inform the development of service strategies.

8 Ensurethatyourstaffingprofile,collectionsandservicesrespondtoandreflectthediversity of your customer base, including groupsdefinedbyage,disability,gender,race, religion and belief, sexual orientation and bilingual requirements.

9 Identifyvalidkeyindicatorstoevaluatetheperformance, value and impact of services and functions.

Knowledge and understanding

Information and Library Services, Archive Services and Record Management staff must know and understand:

KU7 Howtothinkaboutthefuturesothatyoucan build scenarios and assess their implications.

KU8 Equalities legislation and public sector equality and diversity duties, as applicable to your organisation and its development.

KU9 The demographics of your customer base (and potential customer base), whether it is stable or changing.


SA1 | Understand the external environment

Further information

Who is this standard for

The standard is applicable to people in management roles with responsibility for developing policy and strategy in information and library services, archive services and records management. It is also relevant to people in practitioner and operational roles, so they understand something of the broader context in which their organisation functions.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance:

You monitor the environment in which your organisation operates: 1.Youengagewithrelevantstakeholderandprofessionalnetworks 2.Youtakenoteofsignificantchangesincircumstancesandsignalthesetocolleagues 3. You identify issues and trends that could impact positively or negatively on current and future

work 4.Youadjustplansandactivitiestoreflectexternalfactors 6. You demonstrate a commitment to community participation in service design and delivery 7.Youanticipatelikelyfuturescenariosbasedonarealisticanalysisoftrendsanddevelopments.

Terminology

Thereisnoterminologyspecifictothisstandard.

Links to other standards

ThisstandardhaslinkswithB2–MaptheenvironmentinwhichyourorganisationoperatesintheNOSforManagement and Leadership, developed by the Management Standards Centre.


Understand the organisationSA2


Standard A2:

Understand the organisation


Services need to meet the requirements of the parent organisation and contribute to the achievement ofitsobjectives.Thisstandardisaboutunderstandingtheculture,objectivesandkeyprocessesofyourorganisation,andtrackingthesechanges,sothatstrategiesandservicesarefitforpurpose.

The standard

Performance criteriaInformation and Library Services, Archive Services and Records Management staff:

1 Identifythekeyobjectivesofyourorganisation, both current and planned.

2 Identify,evaluateandmonitorthekeyrisksto your organisation and their implications for the services you provide.

3 Identify, evaluate and monitor trends and developments inside your organisation.

4 Identifyandworkcreativelywithyourorganisation’s politics and culture.

5 Undertakeanassessmentoftake-upof/participation in the services and facilities your organisation offers.

6 Develop a clear understanding of how communityprofilingcansupporttheachievementoforganisationalobjectives.

7 Identifyavailableresourcestoundertakecommunity engagement and potential sources of funding to support this activity.

Knowledge and understandingInformation and Library Services, Archive Services and Record Management staff must know and understand:

KU1 The relevant local, national and international drivers of the environment in which your organisation operates.

KU2 Your organisation’s strategic aims, policies and procedures.

KU3 Your organisation’s current and future objectivesandbusinessplan.

KU4 Your organisation’s performance against its targets/successfactors.

KU5 Your organisation’s processes for developing policyanddecisionmaking.

KU6 Your organisation’s organisational structure andthekeyroles.

KU7 Your organisation’s culture and style of working.

KU8 How to analyse your organisation’s strengths, weaknesses,opportunitiesandthreats.

KU9 How information and library services, archive services or records management contribute to organisational goals (if these are a function within a larger organisation).


SA2 | Understand the organisation


Knowledge and understanding

Information and Library Services, Archive Services and Record Management staff know and understand:

KU10 How engaging with local communities can potentially support the achievement of organisationalobjectives.

KU11 Public sector equality and diversity duties, as applicable to your organisation.

Further information


The standard is applicable to people in management roles with responsibility for developing policy and strategy in information and library services, archive services and records management. It is also relevant to peopleinpractitionerandoperationalroles,sotheyunderstandtheirorganisation’sobjectives.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youtakeaninterestindevelopmentsinyourorganisationandseektounderstandtheir

significancetoyourroleandtheservicesyoumanage 2.Youidentifystrengths,weaknesses,opportunitiesandthreatstotheprovisionofinformationand

library services, archives services and records management 3.Youdevelopandmaintaincontactwithstakeholderstoenablediscussionontheimpactof

organisational change on the services your deliver to customers 4. You engage with other occupational and professional groups in your organisation (where these

exist)todevelopeffectiveworkingrelationshipswiththem.

Terminology Thereisnoterminologyspecifictothisstandard.


Thisstandardhaslinkswith B2 – Map the environment in which your organisation operates,B3 – Develop a strategic business plan for your organisationandF10–Develop a customer focused organisation in the NOS for Management and Leadership, developed by the Management Standards Centre.


Identify customer requirements for information and library services, archive services and records managementSA3


Standard A3:

Identify customer requirements for information and library services, archive services and records management


Services need to be responsive to the world outside. This standard is about understanding the broader environmentinwhichyourorganisationworks,andtheexternaldriversthatinfluenceitsobjectivesandstrategies. It includes monitoring developments and tends in the delivery of services that may impact on futureservicedevelopment.organisation,andtrackingthesechanges,sothatstrategiesandservicesarefitfor purpose.

The standard


1 Identify customers and potential customers.

2 Develop processes, appropriate to your service and its size, for monitoring the requirements of current and potential customers and usage of current services.

3 Identify the ways in which the physical environment, organisational policies and procedures can impact upon people with physical, sensory, learning or other disabilities to deter or prevent them from accessing services and facilities.

4 Employquantitativeandqualitativemarketresearch techniques appropriately to assess the needs of potential and current customers.

Knowledge and understandingInformation and Library Services, Archive Services and Record Management staff know and understand:

KU1 The current and potential customers of yourservices,includingthoseidentifiedbyage, disability, gender, race, religion and belief, sexual orientation and the language requirements of bilingual communities.

KU2 The context in which they need information and library services, archive service or records management systems.

KU3 Whattheirobjectivesandprioritiesare,andthe differential impact of policies on different customer groups.

KU4 Thekeybusinessprocessesandworkflowsof your organisation.

KU5 Thekeyactivitiesandconcernsofyourcurrent and potential customers.


SA3 | Identify customer requirements for information and library services, archive services and records management

5 Identify and establish contact with individuals/groupswithinlocalcommunitieswhocanbenefitfromand/orcontributetotheservices you provide.

6 Undertakeconsultationusingappropriatemethodsandfeedbackanalysetheresultstodetermine future service developments.

7 Analyseresultsofmarketresearchintheexternal environment to determine potential requirements.

8 Identify appropriate agencies or specialists toundertakemarketresearch,ifappropriate.

9 Ensure that data and information gathered aspartofmarketresearchisusedappropriately and ethically.

10 Prepareclearandrelevantbriefsformarketresearchprojects.

KU6 The range of quantitative and qualitative marketresearchandconsultationtechniquesavailable, and when it is appropriate to use them.

KU7 How information and library services, archive service or records management systemscanbenefitorganisationsandindividuals.

KU8 The potential contribution of community participationworktowidersocialpolicyagendas both regionally and nationally.



Further information


The standard is applicable to people in management and practitioner roles with responsibility for planning and developing information and library services, archive services and records management functions. It is also relevant to people in practitioner and operational roles who are engaged in the delivery of services to customers.


Identify customer requirements for information and library services, archive services and records management | SA3

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance:1.Youtakenoteofandcommunicatechangingcustomerneedsasyouidentifythem2.Youconsiderthelikelyneedsofpotentialcustomers,especiallythosefromdiverse,under-representedandhard-to-reachgroups,inadditiontothoseofexistingcustomers

3.Yourecognisethatcustomersmaynotexpresstheirneedsclearly,throughlackofawarenessofthecapabilityof services or for other reasons

4.Youareawareofthepotentialbarrierstocommunitiesandindividualsintaking-up/participatingintheservices you provide

5. You respect and value diversity.

Terminology



ThisstandardhaslinkswithF7 – Support customer service improvements and F8 – Work with others to improve customer service in the NOS for Management and Leadership, developed by the Management Standards Centre.

S4 | Performance Criteria with the Knowledge and Understanding


Develop and contribute to strategy and policy for information and library services, archives services and recordsSA4


Standard A3:

Develop and contribute to strategy and policy for information and library services, archives services and records


Having understood the world about you, your organisation and your customers the next stage is to develop a strategy to meet the requirements. This standard is about developing and contributing to the development of strategiesandpoliciesthatensurethatservicesarealignedwithyourorganisation’sobjectives,stakeholderexpectations and customer requirements. If your service unit is part of a larger organisation then you need to ensurethatyourperspectiveistakenaccountofinotherorganisationalstrategies.

The standard



1 Identify how the services and functions currently in place to help your organisation meetitsobjectivesandcustomerneeds.

2 Identify and prioritise customer needs in terms of value and impact to your organisation as well as the feasibility of meeting them.

3 Identify current and new information service requirements.

4 Identify new opportunities for services and functionsastheorganisation’sobjectiveschange.

5 Identify and prioritise the strengths and weaknessesofservicesandfunctionsandintermsoftheirbenefittoyourorganisation.

KU1 How information and library services, archives services and records management services deliver value to organisations and the diverse range of customers (and potential customers).

KU2 Good practice in information and library services, archives services and records management.

KU3 The concepts of product and service life cycles,specificallythosethatrelatetoinformation and records.

KU4 Existing and emerging information management theories, concepts, processes and tools.

KU5 The information requirements of different communities, and how to balance or prioritise between them.


Develop and contribute to strategy and policy for information and library services, | SA4 archives services and records

6 Identifyriskstotheservicesandfunctionsyou manage, their severity and how these riskscanbemanaged.

7 Create a vision for the services for which you are responsible.

8 Identify relevant resources and developments in the wider world that should influencetheactivityyoumanage.

9 Build alliances with partners to support the delivery of services.

10 Develop (or contribute to) an information strategy for your organisation which is aligned with business goals, legislative requirements, strategic planning and operationalpracticesandwhichclarifiesservice and functional priorities.

11 Align this strategy to other organisational strategies e.g. business strategy, operational/deliverystrategy,skillsdevelopment, IT systems strategy.

12 Propose delivery options, cost them and evaluatetheirlikelyeffectiveness.

KU6 How to determine the information needs of yourorganisationanditsworkprocesses.




S4 | Develop and contribute to strategy and policy for information and library services, archives services and records

Further information


The standard is applicable to people in management roles with responsibility for establishing strategy and policy. It is also relevant to people in practitioner and operational roles who may contribute to the process on the basis of their experience of service delivery and contact with customers.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You are creative and innovative in the development of strategy and policy 2. You exploit external experience to apply appropriate and current practice in the delivery if

information and library services, archives services and records management functions 3. You contribute practical insights and experience to strategy and policy development 4.Youaddressequalityanddiversityissuesatastrategiclevel,ensuringthatmeasurestomake

services accessible and inclusive are included in core business plans and that the necessary resources are available.

Terminology



ThisstandardhaslinkswithB3–DevelopastrategicbusinessplanforyourorganisationandF9–Buildyourorganisation’sunderstandingofitsmarketandcustomersintheNOSforManagementandLeadership,developed by the Management Standards Centre. See www.management-standards.org or www.ukstandards.org


Influence stakeholdersSA5


Standard A5:

Influence stakeholders


Customers are not the only people whose requirements need to be considered. There are other individuals, groups and organisations (inside and outside of your organisation) who have an interest in the services you provide.Thisstandardisaboutidentifyingandunderstandingtheperspectiveofstakeholdersandengagingwiththemtodeveloppositiveandmutuallybeneficialworkingrelationships.

The standard

1 Identifythekeystakeholders,bothinternalandexternal,whoinfluencethedevelopmentof the services and functions you provide.

2 Identify potential competitors and partners, both internal and external.

3 Identify organisations whose expertise may be available to assist in developing services to meet the requirements of customer groups, e.g. disabled people’s organisations, localaccessgroups,blackandminorityethnic community groups or community archives groups.

4 Maintaineffectiveworkingrelationshipswithstakeholders.

5 Communicatewithstakeholdersusingappropriatelanguage,reflectingtheirconcerns and avoiding the use of unnecessarytechnicallanguageorjargon.

KU1 Theprofileofstakeholdersandtheirrelativeinfluence.

KU2 The roles of others outside your organisation who may have an impact on the direction of the services and functions you provide.

KU3 The politics and culture of your organisation, and the sector in which it operates.

KU4 Theobjectivesandprioritiesofyourkeystakeholders,andwhattheyperceiveasbenefitsandrisks.

KU5 Theneedsandexpectationsofyourkeystakeholders.

KU6 Theperceptionsofstakeholdersoftheservices and functions you provide.

KU7 The needs of customers that require bringingtotheattentionofkeystakeholders.

KU8 The range of services and functions you provide.




SA5 | Influence stakeholders

6 Present the needs of customer groups and individuals, including the particular access requirements of disabled people, for servicesandfunctionstodecision-makers.

7 Influenceattitudesanddecisionsrelatingtoservices and functions.

8 Secure champions for particular services and functions.

9 Develop and present convincing arguments on behalf of the principles underlying the services and functions you provide.

10 Buildallianceswithstakeholdersandpartners to help you establish services.

KU9 The range of services and functions that you could provide.

KU10 How to communicate with different types of stakeholders.




Influence stakeholders | SA5

Further information


The standard is applicable to people in management roles with responsibility for developing strategy. It is also relevanttopeopleinpractitionerandoperationalroleswhowillhavecontactwithstakeholdersandhavetheopportunitytoinfluencethem.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Yourecognisetheimportanceofbuildingsupportwithkeyindividuals,groupsandorganisations 2.Youseekideasfromstakeholdersforservicedevelopments 3.Yourecognisethatnotallstakeholdershaveequalimportanceandcanprioritisewhilsthavingdue

regardtothelegalrequirementstoprovideequitableservicestogroupsidentifiedbyage,disability,gender,race,religionandbelief,sexualorientationand(inWales)therequirementforbilingualservices

4.Yourecognisetheneedtokeepallstakeholdersinformedatanappropriatelevelaboutplansandproposed changes to services

5. You recognise that customers have choices and that you may have competitors for the services you provide

6.Youvaluepartnershipworkingindevelopinganddeliveringservices.

Terminology



ThisstandardhaslinkswithB2–MaptheenvironmentinwhichyourorganisationoperatesintheNOSforManagement and Leadership, developed by the Management Standards Centre.



Develop and implement operational plans for your area of responsibility SA6


This standard is B1 imported from the Management Standards Centre suite of standards

Standard A6:

Develop and implement operational plans for your area of responsibility


Everyorganisationshouldhaveanoverallstrategicbusinessplanandeachidentifiedareaofresponsibilityshouldalsohaveanoperationalplanthatwillcontributetoachievingtheobjectivessetoutinthestrategicbusiness plan. The ‘area of responsibility’ may be, for example, a branch or department or functional area or an operating site within an organisation.

The standard

1 Balance new ideas with tried and tested solutions.

2 Balanceriskwithdesiredoutcomes.

3 Makesureyourplansareconsistentwiththeobjectivesofyourareaofresponsibility.

4 Makesureyourplanisflexibleandcomplementsrelatedareasofwork.

5 Developandassignobjectivestopeopletogether with the associated resources.

6 Winthesupportofkeycolleaguesandotherstakeholders.

7 Monitor and control your plan so that it achievesitsoverallobjectives.

KU1 Principlesandmethodsofshort-to medium-termplanning.

KU2 The importance of creativity and innovation in operational planning.

KU3 HowtodevelopandassignobjectiveswhichareSMART(Specific,Measurable,Achievable,RealisticandTime–bound).

KU4 Howtoanalyseandmanagerisk.

KU5 How to develop and plan for contingencies.

KU6 Principles and methods of delegation.

KU7 How to use resources effectively to achieve objectives.

KU8 How to consult with colleagues and other keystakeholders.




Develop and implement operational plans for your area of responsibility [MSC B1] | SA6

8 Evaluate the implementation of your plan andmakerecommendationsthatidentifygood practice and areas for improvement.

KU9 How to monitor and control operational plans toachievetheirobjectives.

KU10 How to develop and use an evaluation framework.

KU11 Legal, regulatory and ethical requirements in your sector.

KU12 Marketdevelopmentsinyoursector.

KU13 Actual and potential competitors, and their strategies and plans.

KU14 Contextspecificknowledgeandunderstanding.

KU15 Themarketinwhichyourorganisationworks.

KU16 The overall vision of your organisation and the goals you are responsible for achieving.

KU17 Actual and potential partners, and their strategies and plans.

KU18 Availablemarketopportunities.

KU19 Howtorespondtomarketopportunities.

KU20 Colleaguesandotherkeystakeholders,andtheir needs and expectations.

KU21 Processes for consultation.

KU22 Sources of information you can use to monitor and evaluate plans.

KU23 Proceduresforreportingandmakingrecommendations.


Knowledge and understandingInformation and Library Services, Archive Services and Records Management know and understand:

Further information


The standard is applicable to people in management roles with responsibility for developing strategy. It is alsorelevanttopeopleinpractitionerandoperationalroleswhowillhavecontactwithstakeholdersandhavetheopportunitytoinfluencethem.


SA6 | Develop and implement operational plans for your area of responsibility [MSC B1]

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youconstantlyseektoimproveperformance 2.Youworktowardsaclearlydefinedvisionofthefuture 3. You present information clearly, concisely, accurately and in ways that promote understanding 4.Youreflectregularlyonyourownandother’sexperiences,andusethesetoinformfutureaction 5.Youprioritiseobjectivesandplanworktomakebestuseoftimeandresource 6.Yousetdemandingbutachievableobjectivesforyourselfandothers 7. You create a sense of common purpose 8. You balance agendas and build consensus 9.Youconsidertheimpactofyourownactionsonothersprovide.

Skills

Listedbelowarethemaingenericskillswhichneedtobeappliedindevelopingandimplementingoperationalplansforyourareaofresponsibility.Theseskillsareexplicit/implicitinthedetailedcontentofthestandard and are listed here as additional information:

Planning•Riskmanagement•Delegating•Networking•Involving others•Innovating•Consulting•Communicating•Influencingandpersuading•Monitoring•Evaluating•Settingobjectives•Building consensus.•

Terminology



ThisunitislinkedtounitsB6ProvideleadershipinyourareaofresponsibilityandE2Managefinanceforyourarea of responsibility in the overall suite of National Occupational Standards for management and leadership.


Evaluate the performance, value and impact of servicesSA7


Standard A7:

Evaluate the performance, value and impact of services


Monitoringandevaluationarekeytoensuringqualityinserviceprovision.Thisstandardisaboutassessingtheeffectivenessandefficiencyofservicesandfunctions,andthevaluetheydelivertocustomersandcommunities, i.e. their impact. It includes the development and maintenance of monitoring and measuring processes, and recording the evidence of evaluation.

The standard

1 Identifyvalidkeyindicatorstomeasuretheperformance, value and impact of services and functions.

2 Developaframeworktogatherthequalitative and quantitative data needed to evaluateworkwithspecificcommunities.

3 Establish systems and monitoring procedures for collecting and assessing information on the performance over time.

4 Operate monitoring procedures to ensure the relevance, quality and accuracy of data collected.

5 Monitor service levels to ensure quality and timeliness targets are met.

6 Analyse data and information collected using statistical and other technique.

KU1 How to develop and use measures to evaluate the performance, value and impact of services and functions.

KU2 Whatproceduresyourorganisationusesto measure and report on organisational performance.

KU3 How to ensure that methods of collecting qualitative and quantitative data are inclusive and participatory.

KU4 How to ensure that staff and customers are able to report service problems, and that the mechanisms for doing so are visible, accessible and inclusive.

KU5 The operational plan and budget for services and functions.




SA7 | Evaluate the performance, value and impact of services

7 Usethefindingstoassessthevalueandimpact of services, and to identify where performance needs to improve or be modified.

8 Benchmarktheperformanceofyourorganisation against other comparable organisationsandtakeactionbasedonthefindings.

9 Report regularly on service performance, value and impact, including performance against budget.

10 Identify when a discrete service is not meeting its targets, and propose remedial action.

11 Assess the future of low impact services.

12 Ensure that lessons learned are disseminated both internally and externally and acted upon as appropriate.


Knowledge and understandingInformation and Library Services, Archive Services and Recors Management staff know and understand:


Evaluate the performance, value and impact of services | SA7

Further information



Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You establish a culture where people feel able to identify performance issues and identify

improvements 2.Youseektoimprovetheperformanceandpotentialvalueofservices 3.Youtakeownershipofissuesandtheirresolution 4.Youensurethatmethodsofevaluationaremeaningfultocustomersandstakeholders 5.Youcommittedtoreviewingyourownwork 6. Your are committed to learning and to the sharing of experience.

Terminology



ThisstandardhaslinkswithF12–ImproveorganisationalperformanceintheNOSforManagementandLeadership, developed by the Management Standards Centre.



Plan improvements to services and functionsSA8


Standard A8:

Plan improvements to services and functions


Thisstandardisaboutrespondingtofactorsthathighlightwherebeneficialimprovementscanbemadeorwhereorganisationalstrategiesindicatechangeisnecessary,anddevelopinginternalknowledgemanagement techniques to enable staff to learn from experience and identify good practice on which to build.

The standard

1 Contribute constructive ideas to improve services.

2 Identify and assess the impact of internal and external developments on services and deal with their consequences.

3 Identify with others how strategies, business plans and services could be improved or shouldbemodified.

4 Identify factors that contribute to under performance and determine improvement strategies.

5 Determinethefutureoflowvalue/impactservices and functions.

KU1 The goals or targets of your organisation and future plans.

KU2 The implications of the outcomes of performance and impact monitoring.

KU3 The assessed needs of current and potential customers and implications of changing customer requirements, including those caused by changes to the demographic profileofthecommunityserved.

KU4 Changesinthemarketplaceorintheorganisation that affect services and functions.

KU5 How current services are delivering value and impact, and where there are gaps that need to be addressed.

KU6 Howtoidentifysignificantfeedbackfromcustomers.




Plan improvements to services and functions | SA8

6 Assess the implications of proposed changes on the organisation and customers, including the differential impact on particular groupssuchasthoseidentifiedbyage,disability, gender, race, religion and belief, sexual orientation or who have a preferred firstlanguage.

7 Produce implementation plans for improvement where necessary.

8 Liaise with a wide range of customers to discuss the impact of changes.

9 Show that the improvements planned reduce thegapbetweencustomerandstakeholderrequirements and what current functions, services or processes are actually delivered.

10 Show that the improvements made are thosethathavebeenidentifiedasbeingofmostbenefittotheorganisation,itscustomersandotherkeystakeholders.

11 Assess the implications of proposed changesonstakeholders,staffandcustomers.

12 Assess the implications of any contractual arrangements with customers or suppliers.

13 Lead and encourage the development of internalknowledgemanagementtechniquesthat enable staff to build on experience and good practice.

KU7 Whoelseisinvolvedeitherdirectlyorindirectly in information management and service provision within the organisation.

KU8 Techniquesforsharingknowledgeandbestpractice, and how these are being applied.




SA8 | Plan improvements to services and functions

Further information



Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You monitor the environment in which your organisation operates 2.Youengagewithrelevantstakeholderandprofessionalnetworks 3.Youtakenoteofsignificantchangesincircumstancesandsignalthesetocolleagues 4. You identify issues and trends that could impact positively or negatively on current and future

work 5.Youadjustplansandactivitiestoreflectexternalfactors 6. You demonstrate a commitment to community participation in service design and delivery 7.Youanticipatelikelyfuturescenariosbasedonarealisticanalysisoftrendsanddevelopments.

Terminology



ThisstandardhaslinkswithF8–WorkwithotherstoimprovecustomerserviceandF12–Improveorganisational performance in the NOS for Management and Leadership, developed by the Management Standards Centre.


SB1

Area B – Governance and ethics


Standard B1:

Ensure compliance with legal regulatory, ethical and social requirements


Organisations must show that they act responsibly in relation to their staff, customers, investors and the communitiesinwhichtheywork.Alltypesoforganisationsmustobeythelawinkeyareassuchashealthandsafety,employment,financeandcompanylaw.Manyorganisationsalsohavetoworkwithinspecificregulationsfortheirindustryandethicalframeworks.Organisationswhowanttomaintainagoodreputationalsohavetotakeaccountoftheviewsofpeopleintheircommunitiesonawholerangeofissuessuchastheenvironment and other ways in which the organisation affects people’s quality of life.

The standard

1 Monitor the relevant legal, regulatory, ethical and social requirements and the effect they have on your area of responsibility, including what will happen if you don’t meet them.

2 Develop effective policies and procedures to makesureyourorganisationmeetsallthenecessary requirements.

3 Makesurerelevantpeoplehaveaclear understanding of the policies and procedures and the importance of putting them into practice.

4 Monitor the way policies and procedures are put into practice and provide support.

KU1 The importance of having an ethical and value-basedapproachtogovernanceandhow to put this into practice.

KU2 Relevant legal requirements governing the running of organisations.

KU3 Current and emerging social attitudes to management and leadership practice and the importance of being sensitive to these.

KU4 Legal, regulatory and ethical requirements in your sector.

KU5 Procedures to follow if you do not meet the requirements.



Ensure compliance with legal regulatory, ethical and social requirements


SB1 | Plan improvements to services and functions

5 Encourage a climate of openness about meeting and not meeting the requirements.

6 Identify and correct any failures to meet the requirements.

7 Identify reasons for not meeting requirementsandadjustthepolicies.

8 Provide full reports about any failures to meet the requirements to the relevant stakeholders.

KU6 Particular current and emerging social concerns and expectations that are relevant to your sector.

KU7 Waysinwhichotherorganisationsdealwithcurrent and emerging social concerns and expectations.

KU8 The culture and values of your organisation and what effect they have on corporate governance.

KU9 Policiesandproceduresthatmakesurepeople meet the requirements.

KU10 The processes for maintaining the relevant policiesandproceduresandmakingsurethey continue to be effective.

KU11 The different ways in which people may not meettherequirementsandtherisksoftheseactually happening.

KU12 The procedures for dealing with people who do not meet the requirements, including requirements for reporting.




Plan improvements to services and functions | SB1

Further information



Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Yourecognisechangesincircumstancespromptlyandadjustplansandactivitiesaccordingly 2.Youmaketimeavailabletosupportothers 3.Yougivefeedbacktootherstohelpthemimprovetheirperformance 4. You identify and raise ethical concerns 5.Youarevigilantforpotentialrisks 6.Youmakeappropriateinformationandknowledgeavailablepromptlytothosewhoneeditand

have a right to it 7.Youencourageotherstoshareinformationandknowledgewithintheconstraintsof

confidentiality 8.Youshowsensitivitytostakeholders’needsandmanagetheseeffectively.

Skills

Listedbelowarethemaingenericskillswhichneedtobeappliedinensuringcompliancewithlegal,regulatory,ethicalandsocialrequirements.Theseskillsareexplicit/implicitinthedetailedcontentofThestandard and are listed here as additional information.

Information management•Communicating•Involving others•Analysing•Monitoring•Assessing•Motivating•Decisionmaking•Reporting•Riskmanagement•Valuing and supporting others•Presenting information•Leadership.•



Terminology



ThisunitislinkedtoallotherunitsintheoverallsuiteofNationalOccupationalStandardsformanagementand leadership where compliance with legal, regulatory, ethical and social requirements is a possible requirement Standard B1 in the NOS for Information and Library Services, Archive Services and Records Management is standard B8 imported from the NOS for Management and Leadership, developed by the Management Standards Centre.


SB2


Standard B2:

Identify and apply information legislation, regulations and standards


This standard is about identifying and applying legislation, regulations and standards that relate to information and its use. This includes copyright and other intellectual property rights, legal deposit, public records and freedom of information, data protection and privacy, computer misuse and the creation and maintenanceofcompanyrecords.Itisessentialthatstaffworkingininformationandlibraryservices,archiveservicesandrecordsmanagementcanapplythoseareasofinformationthatapplytotheirworkingenvironment.

The standard

1 Maintainyourcurrentknowledgeofrelevantlegislation and regulations affecting the provision of information and library services, archive services and records management systems.

2 Identify how information and library services, archive services and records management systems and services must be developed and managed to comply with information legislation and regulations appropriate to your organisation.

3 Develop policies, procedures and services that ensure your organisation meets information legislation and regulatory requirements.

KU1 The relevant information legislation and regulations that apply to your organisation.

KU2 Your organisation’s information policies and processes and how these have been influencedbyrelevantinformationlegislationand regulation.

KU3 The ways in which legislation and regulationsinfluencethedevelopmentanddelivery of information and library services, archive services and records management systems in your organisation.

KU4 The ways in which other similar organisations deal with these issues and what is considered to be good practice.

KU5 Current and emerging concerns about information legislation and regulations.



Identify and apply information legislation, regulations and standards


SB2| Identify and apply information legislation, regulations and standards

4 Ensure that colleagues, customers and stakeholdersunderstandtheimpactofinformation legislation and regulations on system and service provision and the importance of following policies and procedures.

5 You encourage a climate of openness about compliance.

6 Monitor compliance with policies and proceduresandtakeremedialactionifthese are not followed, providing advice and support as appropriate.

7 Report on any failures in compliance through the appropriate channels.

8 Identifythereasonsfornon-complianceandadjustpoliciesandprocedurestoreducethelikelihoodoffailuresinthefuture.

KU6 The different ways in which people may not complywithrequirementsandtheriskofthishappening.

KU7 The procedures for dealing with people who do not comply with requirements, the processforreportingthisandanyfollow-upaction that may be required.

KU8 The processes for reviewing the relevant policies and to procedures to ensure they continue to be effective.




Identify and apply information legislation, regulations and standards | SB2

Further information


The standard is applicable to people in management and practitioner roles who must ensure that services and functions comply with information legislation and regulations. The standard is also relevant to people inoperationalroleswhorequiresufficientknowledgetoensurethattheirownactionsarecompliantandwhomayneedtomakecustomersandstakeholdersawareoftheeffectofinformationlegislationontheiractivities.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You ensure your own actions comply with the relevant information laws and regulations relating

toyourwork 2. You are concerned for the reputation of your organisation 3.Youarevigilantforpotentialrisksandbreachesoflegislationandregulation 4.Youmakeappropriateinformationavailablepromptlytothosewhoneedit 5.Youshowsensitivitywhentheactionsofcustomersandcolleaguesconflictwiththelegislation.

Terminology



ThisstandardhaslinkswithstandardB1-Ensurecompliancewithlegal,regulatory,ethicalandsocialrequirementsinthissetofNOS,whichistakenfromtheNOSforManagementandLeadershipdevelopedbythe Management Standards Centre.



SB3


Standard B3:

Identify and apply professional codes of conduct and ethics


ProfessionalbodiesdevelopcodesofpracticeandethicsthatdefineThestandardsexpectedfrommembersoftheirprofessions.Theseimpactonoccupationalactivityeventhoughmanyindividualsintheworkforceare not members of a professional body. This standard is relevant to all staff and is about identifying andunderstandinghowtheseprofessionalcodesofconductinfluencethedevelopmentanddeliveryofinformation and library services archives services and records management functions.

The standard

1 Maintain your current awareness of relevant professional codes of practice.

2 Explain concisely and clearly where and why professional codes and ethics impact on yourwork.

3 Defenddecisionstakenforprofessionalorethical reasons.

4 Identify where the organisation may be operating in ways that contravene relevant professional codes of conduct or ethics.

5 Provide clear guidance on codes of conduct and ethics applicable to information and library services, archives services and records management functions to colleagues,customersandstakeholders.

6 Use the appropriate channels for raising concerns about misconduct or unethical behaviour.

KU1 Theimportanceofanethicalandvalue-based approach to information and library services, archives services and records management functions, and how to put this into practice.

KU2 The principles of the relevant professional codes of practice.

KU3 Thewaysinwhichtheseframeworksapplyto the management and development of information and library services, archives services and records management functions, services and systems.

KU4 The proper relationship between information providers and their customers, both inside and outside the organisation.

KU5 The legal requirements that address issues of participation and, in the case of disabled people, the legally required reasonable adjustmentswhichmakethatrightareality.



Identify and apply professional codes of conduct and ethics


Identify and apply professional codes of conduct and ethics | SB3

7 Differentiate between personal and professionalcodesofconductdefinedbyage, disability, gender, race, religion and belief, sexual orientation and bilingual requirements.



Further information


The standard is applicable to people in management, practitioner and operational roles.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance:1. You respect the values, human rights and lifestyles of colleagues and customers2. You comply with relevant professional standards and codes of practice3.Youclaimexpertiseonlywhereyouhaveadequateskillsandknowledge4.Yourefrainfromactivitiesthatcompromiseprofessionalintegrityandobjectivity5. You champion professional ethics across the organisation6. You identify and raise ethical concerns where necessary.

Terminology



Members of the Chartered Institute of Library and Information Professionals observe their Code of Professional Practice for Library and Information Professionals. See www.cilip.org.uk/professionalguidance/ethics/code.html Members of the Society of Archivists observe their Code of Conduct. See www.archives.org.uk/membership/codeofconduct.html Both documents set out valuable principleswhicharerelevanttoeveryoneworkingininformationandlibraryservices,archiveservicesandrecords management.



SB4


Standard B4:

Comply with your employer’s values, policies and procedures


Staffworkingwithinanorganisationneedtofollowandupholdtheiremployer’svalues,standards,policiesandproceduresintheworkplace.Employerpracticemayalsoneedtobeinfluencedsothatitreflectsgoodpractice. This standard is about complying with the expectations of your employer and identifying and resolving any tensions between these requirements, professional codes of conduct and the law.

The standard

1 Develop information and library services, archive services and records management systemsthatreflectyouremployer’svalues,policies and procedures.

2 Provide and maintain services that comply with your employer’s policies and procedures.

3 Demonstrate your employer’s values in your work.

4 Influencecolleaguestosupportemployervalues, policies and procedures.

5 Identify where current employer values, policies and procedures impede appropriate activityandmakesuggestionsforchange.

KU1 The importance of having an ethical and value-basedapproachtoinformationandlibrary services, archive services and records management, and how to put this into practice.

KU2 The culture of your organisation and how this affects the provision of information and library services, archive services and records management systems.

KU3 Your employer’s values and why they are important.

KU4 Your employer’s policies and procedures, how these have been developed and how theyarekeptunderreview.

KU5 How to demonstrate and apply your employer’s values, policies and procedures intheworkplace.



Comply with your employer’s values, policies and procedures


Comply with your employer’s values, policies and procedures | SB4

KU6 Howtoinfluencethedevelopmentofyouremployer’s values, policies and procedures.



Further information


Thestandardisapplicabletopeopleinallroleswithintheworkforce.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance:

1.Yourespectyouremployer’svaluesanddemonstratetheminyoureverydaywork. 2. You support your employer’s policies and procedures 3.Youuseappropriatechannelstohighlightanyareasofpotentialoractualconflictbetweenyour

employer’s values, standards, policies and procedures and the law or relevant professional codes of conduct

4. You encourage others to adhere to your employer’s values, policies and procedure.

Terminology


Links to other standardsThisstandardhaslinkswithB2–MaptheenvironmentinwhichyourorganisationoperatesintheNOSforManagement and Leadership, developed by the Management Standards Centre.



SB5


Standard B5:

Advise on information governance


This standard is about advising your organisation and its customers on how information and records should bemanagedandusedtomeettheorganisation’sobjectivesandoperationalneeds,whilstalsomeetingregulatory,legislative,ethicalandqualitystandards.Thisincludesadvisingonthegovernanceframeworkforinformationassetsandonoperationalpractice.Thestandardalsoincludesaddressingriskstotheconfidentiality,integrity,availabilityandtransmissionofinformation(e.g.plagiarism,unauthoriseddisclosureor inappropriate use of information assets) and developing, managing and maintaining an effective complianceframeworkforinformationandrecordsmanagement.

The standard

1 Develop effective policies and procedures for information and records management to avoid or mitigate your organisation’s informationrisks.

2 Embed information governance and records management policies and practices as part of the organisation’s strategic management and its operational processes.

3 Identify,evaluateandprioritisetherisksto your organisation from the misuse or unauthorised disclosure of information or the lackofintegrityoftheinformation.

4 Monitornewtypesofriskrelatedtoinformation governance and records management.

KU1 Statutory and regulatory requirements andstandardsrelatingtoknowledge,information, data protection, documentation, records and information assurance.

KU2 The elements that need to be included in a complianceframework.

KU3 Existing and emerging good practice relating to all aspects of information governance and records management.

KU4 The nature of the information and records produced by your organisation and its servicesandthespecificlegislationand regulations that must govern their management.

KU5 Thenatureoftheinformationrisksaffectingyourorganisation’splansandobjectives.



Advise on information governance


Advise on information governance | SB5

5 Workco-operativelywithothersconcernedwithriskmanagement(e.g.legalandaudit)toensureinformationrisksareincludedinyourorganisation’sriskregisterandmanaged.

6 Develop systems to monitor compliance with information governance policies and procedures in your area of responsibility.

7 Ensure relevant people have a clear understanding of the policies and procedures and the importance of putting them into practice.

8 Maintain information and records systems and services to the required governance standards.

9 Alert the organisation to concerns about its information governance and records management activities.

10 Identify reasons for not meeting requirementsandadjustthepoliciesandprocedurestoreducethelikelihoodoffailures in the future.

KU6 The needs of your organisation and its different communities for information governance and records management.

KU7 Your organisation’s policies, practices, and processes for information governance and records management.

KU8 The different ways in which people may not meet the requirements for managing knowledgeandinformationandtherisksofthese actually happening.

KU9 The legal consequences of failing to managethoseinformationrisks,bothtotheorganisation and the individual.

KU10 The business consequences of failing to managethoseinformationrisks.




SB5 | Advise on information governance

Further information


The standard is applicable to people in management and practitioners roles.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youpromotethevalueandimportanceofmanaginginformation,recordsandknowledgelegally

and effectively to all levels of the organisation 2. You exemplify good information governance 3.Youtakeresponsibilityforalertingtheorganisationtoinformationandrecordsrisks,andtheir

consequences 4. You encourage a climate of openness about meeting and not meeting the requirements for

managingknowledgeandinformation 5.Youmakeappropriateinformationandknowledgeavailablepromptlytothosewhohavearight

to it 6.Yourespecttheneedforconfidentiality.

Terminology


Links to other standardsThisstandardhaslinkswithstandardB1-Ensurecompliancewithlegal,regulatory,ethicalandsocialrequirementsinthissetofNOS,whichistakenfromtheNOSforManagementandLeadershipdevelopedbythe Management Standards Centre.


SC1

Area C – Identifying, evaluating and acquiring content and collections

Standard C1:

Determine customer and organisational requirements for content and collections


Contentisrequiredtosupportinformationandresearchservices,aswellasinresponsetospecificcustomerdemand, and may be free or incur costs. This standard is about identifying the needs of both the customer and the organisation for information. It includes both external and internal information; an organisation’s need to maintain a comprehensive record or archive of its activities and developing its collections through the acquisition of new material.

The standard

1 Identifythekeystakeholdersanddiversecustomer groups to consult on their needs for content.

2 Identify the relevant legislation relevant to the management of the organisation’s records and ensure that the records management policy is compliant.

3 Identify user communities with particular needsforspecificcontent,includingthosegroupswhoaretraditionally‘hard-to-reach’andwhotendtobeunder-representedorinvisible in collections.

4 Develop systems and processes to gather information from customers and stakeholdersoncontentneeds,e.g.throughinformation audits.

KU1 The sector in which your organisation operates and the organisation’s strategy, products, services and processes.

KU2 Legislation which may impact on requirements for content and collections, such as the public sector equality duties (whichrequirepro-activeactiontopromoteequality) and which may require services to addressissuesofunder-representationincollections.

KU3 Relevant legislation on what records are required of your organisation’s activities.

KU4 The range of customers and potential customers for external and internal content, records and archives.



Determine customer and organisational requirements for content and collections


SC1 | Determine customer and organisational requirements for content and collections

5 Use these systems and processes to gather information on content needs.

6 Activelylookforchangesintheinternalandexternal environment of your organisation that may signal changes in content requirements and new opportunities for content.

7 Identify gaps in content and collections.

8 Analyse and structure information on content and collection needs and gaps so that it can be shared and understood by others.

9 Communicate customer and organisational needs for content and content gaps to those responsible for content policies.

10 Ensure that there is a shared understanding of customer and organisational needs for content across your organisation.

KU5 Whatcontentyourorganisationneedstooperate effectively.

KU6 Waysandtechniquesforidentifyingandcommunicating with customers on their content needs.

KU7 Information audit techniques for identifying information needs.

KU8 Techniquesforevidence-basedcontentdecisionmaking.

KU9 The information about customers and organisational needs that is already available in your organisation.

KU10 Whereyoucangetinformationaboutyour customers and alternative sources of content that they may use.

KU11 How well your customers understand their legal responsibilities in managing the documents and other records they create.

KU12 How to assess sources of information on your customers to determine their relevance and suitability for use.

KU13 The implications of collecting, storing and using information on customer needs and how to manage these ethically.

KU14 How to analyse and assess data and information and turn it into information suitablefordecisionmaking.




Determine customer and organisational requirements for content and collections | SC1

Further information


This standard is applicable to people in management and practitioner roles who are involved in identifying thecontentandcollectionneedsofcustomersortheorganisationinwhichtheywork.Itisalsorelevanttopeopleinoperationalandpractitionerroleswhoprovidecontenttocustomersandwhoobtainfeedbackonitsrelevance and usefulness.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youdevelopworkingrelationshipsthatenableyoutounderstandcustomerandorganisational

needs 2. You recognise the need to prioritise the acquisition of content and collections within budgetary

and other constraints 3. You recognise that information about content requirements may be sensitive, and handle it

appropriately 4. You recognise the sensitivities around personal or corporate ownership of documents and

records and handle them appropriately 5. You recognise the need for content and collections to represent requirements of customers and

potential customers.

Terminology



ThisstandardhaslinkswithstandardsF4–Developandreviewaframeworkformarketingand F10–DevelopacustomerfocusedorganisationintheNOSforManagementandLeadership,developed by the Management Standards Centre.



SC2


Standard C2:

Establish what content is available to meet identified requirements and sources of supply


New content is constantly being created, whether as internal documents and records or as published material in hard copy or electronically. New material may become available either as individual items or as collections. This standard is about developing and implementing processes for identifying the availability of new content and collections, sources of supply and monitoring supply trends. It requires an understanding of how content becomes available, the sources (internal and external) and the processes for obtaining content.

The standard

1 Identify the range of sources of supply available.

2 Identify changes in the internal and external environment of your organisation (including technical and social developments) that are likelytoimpactonsupply.

3 Identifykeysuppliersofexternalcontent(including holders of relevant archives or collections), including suppliers of content in alternative formats and languages.

4 Identify potential suppliers of internal content, e.g. abstracts, web pages, reports, etc.

KU1 Theinformationsupplymarketplace(including sources and supply methods), andhowtokeepuptodatewithnewdevelopments.

KU2 The business drivers of potential suppliers.

KU3 How regulatory, social and technical developments impact on supply chains.

KU4 Constraints and concerns that affect the supply of internal content.

KU5 Howandwherekeyorvitalrecordsarecreated so they can be captured and managed as organisational records in order to meet organisational goals and legal and regulatory requirements.



Establish what content is available to meet identified requirements and sources of supply


Establish what content is available to meet identified requirements and sources of supply | SC2

5 Identify the records to be managed as organisational records and categorise these into series, determined by their value and importance.

6 Develop systems and processes to identify andtrackdevelopmentsinexternalcontent(including new sources and methods of supply) relevant to your organisation and customer groups.

7 Assessthevalueandbenefitofnewmeansof content supply including new suppliers, extensions to services provided by existing suppliers, and new ways of providing and delivering content.

8 Set up processes for monitoring suppliers and new suppliers.

9 Trackchangesintheinternalcontentbeinggenerated by your organisation.

10 Workwithcustomerstoassessthepotentialof new internal and external content.

11 Advise your organisation of changes that canbeneficiallybemadetoitsexternalcontent portfolio.

12 Advise your organisation of the potential of new internally developed content to meet.

KU6 How to analyse new developments for relevance to your organisation or customer group.

KU7 The types of internal information and records created within your organisation and how these need to be available to meet organisational and customer needs.

KU8 Howtomaintainaworkingknowledgeofthe content that the organisation already has that is relevant to your area of responsibility and customer needs.

KU9 Howtomaintainaworkingknowledgeofnew content (including collections and archives) relevant to your organisation.

KU10 Howtomakeareasonedcaseforactionwhere you assess development in sources andsupplyassignificantintermsoftheirvaluetotheorganisationand/oritscustomers.

KU11 The techniques for evidence based content decision including research techniques and methods for obtaining customerfeedback.

KU12 How to analyse and assess data and information and turn it into information suitable for.




SC2 | Establish what content is available to meet identified requirements and sources of supply

Further information


This standard is applicable to people in management and practitioner roles that are responsible for identifying appropriate content and collections, and sources of supply.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youmaintainacurrentknowledgeofthesourcesandsuppliersofexternalandinternalcontent

and collections of relevance to your area of operation 2.Youfostergoodworkingrelationshipswithsuppliers,includingpotentialdonorsofarchives 3. You recognise the importance of assessing content quality.

Terminology



ThisstandardhaslinkswithstandardsF4–Developandreviewaframeworkformarketing,F9–Buildyourorganisation’sunderstandingofitsmarketandcustomersandF10–Developacustomerfocusedorganisation in the NOS for Management and Leadership, developed by the Management Standards Centre.


SC3


Standard C3:

Develop content and collection acquisition policies and strategies


Havingidentifiedcustomerororganisationrequirements,whatcontentisavailableanditspotentialsourcesof supply, the next stage is to develop and implement a content acquisition strategy. This standard is about developing and managing strategies and processes for the cost effective acquisition of information resources in a range of media.

The standard

1 Develop policies for content and collection acquisition, ensuring that they support compliance with legislation and public sector responsibilities as appropriate.

2 Gain commitment for the acquisition strategy and budget and its implementation from stakeholdersandcolleagues.

3 Trackandreportonthecontentstrategies,policies, and practices of similar and competitive organisations.

4 Assess priorities for content acquisition, balancing the needs of the organisation and specificcustomergroups.

5 Assess the most appropriate formats for acquiring content, including the needs of those with disabilities and people who access content using assistive technologies.

KU1 Organisationalobjectivesandprocesses.

KU2 Organisational procurement processes and practices.

KU3 How and by whom information is produced within the organisation.

KU4 The range of external sources from which relevant information is available.

KU5 The principles of supply chain management and how to evaluate suppliers.

KU6 Financial analysis methods including budgeting.

KU7 Consultation and negotiation strategies, methods and processes.

KU8 Contract law and other legal or regulatory requirements that may restrict the use of content from different sources.



Develop content and collection acquisition policies and strategies


SC3 | Develop content and collection acquisition policies and strategies

6 Assess the potential need for collection policies to include the collection of content relatingtounder-representedgroups,includingthosedefinedbyage,disability,gender, age, religion, belief and sexual orientation.

7 Assess the potential need for collection policies to include bilingual content (inWales,alegalrequirementinthepublic sector), the needs of British Sign Language users and the community language requirements of minority ethnic and economic migrant groups within your organisation’s catchment area.

8 Determine when content will be acquired or borrowed.

9 Develop strategies and processes for acquiring internal content and records in waysthatlinkitscapturedirectlytotheprocesses for its creation and management.

10 Ensure that everyone creating documents and records in your organisation is aware of their responsibility to comply with the records management policy as it relates to capture.

11 Build the sustainability of sources of supply into the content acquisition strategy.

12 Develop strategies for acquiring archive materials and collections.

13 Develop processes for the purchasing of content or acquiring free published content and collections.

14 Developbudgetsandfinancialplans,andmaintain an effective audit trail.

KU9 Factorsinfluencinghowpeoplemanagecontents they create as records.

KU10 How to assess what information created by your organisation requires capturing and preserving in order to meet organisational, legal and regulatory requirements.

KU11 Developments in the content and collection strategies of other relevant organisations including competitors.

KU12 Theprinciplesofcost-benefitanalysis.




Develop content and collection acquisition policies and strategies | SC3

Further information


This standard is applicable to people in management and practitioner roles that determine, implement and manage strategies and processes for acquiring content and collections. It is also relevant to those in operational roles who are involved in implementing processes and procedures.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You are committed to meeting diverse and varied customer and organisational needs for content 2. You are committed to developing practical and cost effective strategies and processes for the

acquisition of content and collection 3. You are innovative in developing approaches for acquiring content and collections 4.Youworkinpartnershipwithotherstoobtainthecontentrequired.

Terminology



ThisstandardhaslinkswithstandardS1–DevelopasupplychainstrategyfortheorganisationfromtheNOS for Supply Chain Management, developed by the Chartered Institute of Purchasing and Supply.

15 Ensure that people who will implement the content and collections acquisition strategy havethenecessaryskillsandknowledge.

16 Review the content acquisition strategy and itsimpactwithcustomersandstakeholdersandusetheirfeedbacktodevelopthestrategy.





SC4


Standard C4:

Develop, negotiate and manage supplier relationships

What this standard is about This standard is about the selection of suppliers and the negotiation of contracts for the supply of resources and services on behalf of the organisation. It includes the development of relationships with suppliers and workinginpartnershipwithotherorganisationstoobtainresourcesandservicesthroughco-operativepurchasing arrangements. It also includes the acquisition of archival collections, where the process may be negotiated as a donation, loan or purchase.

The standard

1 Specify the requirements for an invitation totenderinsufficientdetailtoensurethat the successful tender will meet your organisation’s requirements.

2 Select from alternative sources of supply to create the best mix of suppliers for your customers and your organisation in terms of reliability, relevance and quality.

3 Developagoodworkingrelationshipwithowners of archival collections and have clarity of the terms and conditions of potential donation, purchase or transfer.

4 Definethecriteriaforassessingthesuppliers’ response to the ITT or contract details.

KU1 The principles and practice for tendering and contract negotiation.

KU2 Your organisation’s procurement policies and procedures and how to obtain expert advice.

KU3 Costbenefitanalysismethodsandprocedures.

KU4 Quality management principles and practice.

KU5 Riskanalysismethodsandprocedures.

KU6 Analysis and evaluation techniques.

KU7 Evidence-baseddecisionmakingpractices.

KU8 Contract law.

KU9 Legal and regulatory requirements affecting content acquisition and use.



Develop, negotiate and manage supplier relationships


Develop,negotiateandmanagesupplierrelationships | SC4

5 Obtain information from suppliers to enable assessmentandverificationoftheircapacitytomeetthedefinedneedsandidentifyanyrisksandqualityissueswiththesuppliers’proposals.

6 Select the preferred supplier(s) using predefinedcriteria.

7 Negotiate a contract for the supply of contentthatmeetsthedefinedneedandcomplies with legal requirements and organisational guidelines.

8 Communicate the terms of the contract tostakeholdersandtostaffwhowillbeinvolved in day to day operations under the terms of the contract.

9 Implementthecontractandundertakedayto day management of content acquisition within the terms of the contract.

10 Monitor the supplier’s performance under the contract and address problems that arise.

11 Monitor the organisation’s compliance with thetermsofthecontractandtakeanyactionrequired to achieve compliance internally.

12 Usekeycontactstodevelopstrategicandworkingrelationshipswiththesupplierthatenable the organisation to understand and influencesupplierdevelopments

13 Re-tenderandre-negotiateasrequiredbyorganisational needs and supplier contract terms.

14 Maintain all necessary records regarding contract development and performance.

KU10 How to monitor business intelligence on suppliers.

KU11 The different terms under which archival collections may be transferred.




SC4 | Develop,negotiateandmanagesupplierrelationships

Further information


This standard is applicable to people in management and practitioner roles, responsible for supplier selection, managing supplier relationships (including with owners of archive collections) and negotiating contracts.Itisalsorelevanttothoseworkingwithpurchasingconsortia.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Yourespectyourorganisation’sprocessesfornegotiatingcontractsforsuppliesandseekadvice

when needed 2. You recognise the need to develop good relationships with the owners of collections of archival

material 3. You represent your organisation’s interests in negotiating with suppliers 4.Youseekinnovativearrangementsforacquiringcontentandservicesincludingpartneringwith

other organisations 5. You operate to the ethical and commercial standards required by your organisation.

Terminology



ThisstandardhaslinkswithstandardsintheNOSforSupplyChainManagementsuchasM12-Producespecificationsforsuppliers,M13-Evaluatethecapabilityofsupplierstomeetsupplyspecificationsand T1-MaintainoperationalrelationshipswithinthesupplychainwhichweredevelopedbytheCharteredInstitute of Purchasing and Supply.


SC5


Standard C5:

Acquire external information, materials and services


Thisstandardisaboutthecost-effectiveacquisitionofexternallypublishedcontentandothermaterialsthrough establishing processes for procurement and negotiating contractual arrangements. It applies both to the direct purchasing of external information by an organisation and also to the purchasing of information through partnerships. It covers the acquisition of primary, secondary and tertiary information resources, in electronic, multimedia and physical formats. It covers the acquisition of the resources themselves and arranging for.

The standard

1 Establish the range, language and format of information sources, materials and services relevant to your organisation and maintain your current awareness of this.

2 Establishtheneedsforspecificcontentor types of content for different customer groups.

3 Evaluate content sources for relevance, quality, and accessibility.

4 Evaluate the merits of alternative formats, e.g. electronic versus print, including the access requirements of people who usealternativeformatsand/orassistivetechnology.

KU1 The principles and practices of information supply chain management.

KU2 The purchasing strategy and processes of yourorganisationandhowtheseinfluenceyour content acquisition processes.

KU3 The requirements of your customers, including those who may have particular language requirements, need materials inaparticularformatand/oruseassistivetechnology.

KU4 Current good practice in content acquisition in comparable organisations.

KU5 How to engage with purchasing consortia relevanttoyoursectorandsubjectinterests.

KU6 The suppliers relevant to your sector and subjectinterests.



Acquire external information, materials and services


SC5 | Acquire external information, materials and services

5 Consider the language requirements (and in thecaseofWelsh,thelegalrequirements)of bilingual communities and British Sign Language users.

6 Assess the relative merits of competing products using a logical set of criteria that takeintoaccounttheviewsofusersandpotential users.

7 Identify preferred suppliers for particular types of content, including suppliers of materials in different languages and formats, and for suppliers of assistive technologies.

8 Consider the potential of using established purchasing consortia or developing partner arrangements for purchasing external content.

9 Plan the supply chain for the acquisition of external content using an appropriate mix of suppliersand/orpartners.

10 Definetheparametersfornegotiationwithsuppliers.

11 Articulate the business case for the purchase of external content.

12 Develop and maintain processes for the acquisition of content, gaining the necessary approvals from within the organisation.

13 Developtheskillsofstaffwhowillbedirectlyinvolved in the acquisition of internal content and records.

14 Developfinancialplansmanagebudgetsand control expenditure.

15 Review acquisition processes and supplier performanceforefficiencyandcosteffectiveness and customer satisfaction.

KU7 Thetechnicalcriteriaforacquiringe-contentfor your organisation.

KU8 How to develop a business case.

KU9 Howtoundertakecostbenefitanalysisinrelation to purchasing and acquisitions.

KU10 Budgeting,financialanalysistechniquesandprocedures.

KU11 Howtomanagefinancialrecordsforthepurposes of audit.

KU12 Legal and regulatory issues relating to contracts




Acquire external information, materials and services | SC5

Further information


Thisstandardisapplicabletopeopleinmanagement/leadership,practitioner/expert,andoperationalroleswho are involved in development and operation of processes for acquiring external publications and other resourcesrelevanttoprovidinginformation,libraryandknowledgeservices.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You strive to obtain best value from the organisation’s budget for published information 2.Youdemonstratejudgementindecisionsonprocurementbothinareasofpolicyandpractice 3. You consider ease of access and use as factors in how to acquire content 4.Youdealwithcustomerscourteouslyandefficientlywhentheymakerequestsfor.

Terminology



ThisstandardhaslinkswithotherstandardsintheNOSforSupplyChainManagement,developedbytheChartered Institute of Purchasing and Supply.



SC6


Standard C6:

Acquire internal content and records


This standard is about ensuring that content created by the organisation is evaluated for its current and future value, and captured for storage, protection and access. You will need to be aware of your organisation’sobjectivesandunderstandorganisationalandlegalrequirementsrelatingtorecordsmanagement.Recordsmayincludedocumentsofalltypesincludingpre-publicationmaterial,presentationmaterials,materialsinotherformsthatrecord/provideevidenceofspecificactivities,e.g.laboratoryspecimens.

The standard

1 Identify the types of information and records created by your organisation, their purpose and their potential as information assets for the organisation.

2 Identify the different systems and processes used for content and records creation within your organisation and the different formats in which information is produced.

3 Confirmorganisationalsupportfortheclassificationofinternalinformationasrecords and for overall records management strategy and policy.

KU1 The principles of internal information and records management.

KU.2 The types of information assets created by your organisation and the context in which they are created.

KU3 The retention schedules operated by your organisation.

KU4 The requirements for access to internal content and records in your organisation.

KU5 Organisational policy and practice on the creation, capture and management of internal content and records.

KU6 Current good practice and processes in internal content and records capture and management in other organisations.



Acquire internal content and records


Acquire internal content and records | SC6

4 Establish the organisational, legal and regulatory implications and constraints on the required accessibility of each content andrecordtype,includingconfidentialityandsecurity, and how it should be managed.

5 Develop and document policies and processes for acquiring each type of record as soon as possible after production in a way that integrates smoothly with the operating processes of the organisation and supports ongoing records management.

6 Prioritise the content and record types to be captured and managed.

7 Developefficientandeffectiveprocessesto capture content and records for retention and organisational use as a component of the information life cycle.

8 Operate processes for internal content and records capture accurately and securely.

9 Developtheskillsofstaffwhowillbedirectlyinvolved in the acquisition of internal content and records.

10 Monitor changes in the types of content and records created by the organisation and the techniques used to produce information.

11 Maintaingoodworkingrelationshipswiththecreators of internal content.

12 Monitor the methods used to capture of internal information assets and records in other organisations.

13 Review processes for capturing internal content and records to ensure that they continue to meet organisational needs

KU7 Legal and regulatory requirements that affect the creation and capture of content and records for your organisation.




SC6 | Acquire internal content and records

Further information


Thisstandardisapplicabletopeopleinmanagerial/leadership,practitioner/technicalexpert,andoperationalroles who are concerned with ensuring the accessibility of internally generated information and who develop, implement and operate processes for internal information capture.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youworktoensurethatinternalinformationresourcesareavailableforusebyothersinthe

organisation when appropriate 2. You promote the principle that information created within the organisation is intellectual capital

and has the potential for value and impact beyond its immediate recipients 3. You promote awareness of the need to capture internal information and resources of all types

and to manage them in accordance with legal requirements and organisational policy 4.Youdealwithstakeholdersincludingthecreatorsofinformationinanethicalandopenmanner 5.Youapplygoodpracticetotheacquisitionofinternalinformationresourcesasdefinedbyyour

organisation.

Terminology



Therearenoexplicitlinkstootherstandards.


SC7


Standard C7:

Acquire archive materials and collections


This standard is about the development and management of the processes for acquiring archive materials andcollectionsthroughpurchaseordonation,andthroughnegotiationandinfluencingsourcesofsupply.

The standard

1 Maintainacurrentworkingknowledgeof sources of archival material and be proactive in identifying new sources of archival material, especially where thesefillexistinggapsandensurethatcollections are representative of the diverse communities they serve.

2 Developandmaintainstakeholderrelationships relating to the acquisition of archival material and nurture mutually beneficialpartnershipswithrelevantcommunity groups and community archive networks.

3 Identify the content and record types produced by or acquired by your organisation which need to be treated as of archival importance.

4 Developtheskillsandknowledgeofstaff within your organisation who will be involved in archive acquisitions.

KU1 The nature and purpose of archives.

KU2 Good practice in records in acquisition of archival material as evidenced in your won and other organisations.

KU3 Your organisation’s archival collection policies and acquisition processes.

KU4 The record types and series created by your organisation, the context in which they are created, the systems used to create them, and those areas of the organisation that produce them.

KU5 The differences in acquiring and managing electronic and physical archives.

KU6 The scope and function of the archives with which you are concerned.

KU7 How to identify and monitor sources of archival material, and potential donors.



Acquire archive materials and collections


SC7 | Acquire archive materials and collections

5 Maintain records of archive acquisition so has the authenticity of the archive can be demonstrated to meet legal and regulatory requirements.

6 Research archival material for acquisition within your organisation’s strategy for archives.

7 Determine the ownership and provenance of potential external archive acquisitions.

8 Appraise the value and importance of the material to be acquired.

9 Assess the resource implications of acquiring the material.

10 Negotiate the appropriate acquisition of archive material, whether this be by donation, loan or purchase, or by obtaining digital copies of archive material which remainsinthecustodyofitsowner/creator.

11 Acquire material and document the transaction so that the evidence train is clear and provenance is established.

12 Arrange for and document any transfer of ownership required.

13 Monitor the effectiveness of archive and records acquisition, and recommend and implement improvements.

KU8 Howtonegotiateandinfluencecustomersin order to acquire records and archives.

KU9 The scope and function of related and competitor archives.

KU10 How to acquire archival material ethically and legally.

KU11 The processes for documenting the provenance of acquired material.




Further information


This standard is applicable to people in management and practitioner roles who are involved in obtaining materialforarchives.Itmayalsobeapplicabletopeopleinoperationalroleswhoseworkinvolvesthepractical aspects of acquiring archive materials and collections.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youworktoensurethatarchivematerialsareacquiredasrequiredbyyourorganisation’s

archive strategy, policies and procedures 2.Youdevelopappropriateworkingrelationshipswithinternalorexternalstakeholderssothatthey

are informed of and support the acquisition of archives by your organisation 3.Youuseinfluencingandnegotiatingskillsintheacquisitionofarchives 4. You act in accordance with professional ethics in all acquisition operations.

Terminology



The Society of Archives has published a number of good practice guidelines.See http://www.archives.org.uk/publications/bestpracticeguidelines.html

Acquire archive materials and collections | SC7



SC8


Standard C8:

Manage information quality


Content,howeveracquired,andwhetherexternallyorinternallygenerated,needstobefitforpurposeandmeetcustomerand/ororganisationalneeds.Thisstandardisabouttheactivitiesnecessarytoensurethis.Itincludesadvisingontheactionstobetakenwherequalitydoesnotmeetrequirements.

The standard

1 Defineorcontributetothedefinitionofstandards for content and resource quality for both internally and externally sourced information.

2 Monitor content and source quality against the agreed standards.

3 Identify partners to assess content in languages or formats beyond the expertise of staff or the scope of existing standards.

4 Identifydeficienciesincontentandsourcequality,andassesstheirsignificancetoyour customers.

5 Communicate concerns to colleagues and advise customers accordingly.

6 Adviseonactionstobetakentoimproveinformation quality.

7 Undertakeagreedactionstoresolveinformation quality issues.

KU1 The principal factors that determine the quality of information.

KU2 Howtodefinequalityparametersforcontent and sources.

KU3 The quality standards applied to purchased content and sources.

KU4 The quality standards applied to internally generated information.

KU5 How to monitor and assess quality of contentandsourcesefficiently.

KU6 Quality management theory and practice.



Manage information quality


Manage information quality | SC8

Further information


This standard is applicable to people in practitioner and operational roles responsible for assessing the quality of content and resources in order to ensure that these meet the required standards of accuracy, currency, and relevance for use by customers.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You are vigilant in ensuring that content and resource quality meets the required standards 2. You deal with quality concerns as soon as they arise 3.Youmaintaingoodworkingrelationshipswithcolleaguesandcustomers.

Terminology



ThisstandardhaslinkswithstandardQUMG–QualitymanagementintheSkillsFrameworkfortheInformation Age (SFIA). See www.sfia.orgForthoseworkinginthecivilservice,thisstandardalsohaslinkswithstandard4.22–QualitymanagementintheProfessionalSkillsforGovernmentframework–knowledge,informationandrecordsmanagementcompetencies. See www.civilservice.gov.uk/iam/psq/ for further information.



SD1

Area D – Managing knowledge

Standard D1:

Develop policies and strategies for knowledge management


Thisstandardisaboutdefiningtheorganisation’sintentioninimplementingknowledgemanagement(KM)practicesandthedevelopmentofstrategiestosupporttheorganisation’sobjectives.ItisrelevanttopeoplewholeadorwhoareactiveininfluencingthefuturedirectionofKMintheirorganisation.Itincludesidentifying areas where KM will have most value and determining the KM activities and processes that are appropriatetotheobjectivesandcultureoftheorganisation.

The standard

1 Relate the principles and practices of KM to your organisation.

2 Identifywherekeyknowledgeisdeveloped,shared and transferred and how it adds value to the organisation.

3 Determine where and how KM goals, processes, and tools can add value to the organisation.

4 Definestrategiestofacilitatethebuildingand maintenance of organisational knowledge.

5 Specify activities, processes and standards thatsupportknowledgecreation,sharingand capture and which ensure that valuable knowledgeisrecorded.

KU1 The organisation, its sector, its customers, its environmental context and its strategies.

KU2 Howknowledgeiscurrentlydeveloped,shared and used in your organisation.

KU3 Thetechniquesofknowledgemapping,knowledgeauditing,andnetworkanalysis.

KU4 ThekeyinternalandexternalstakeholderswhowillinfluencethesuccessoftheKMstrategy.

KU5 Existing and emerging KM theories, concepts, strategies, principles, techniques and good practice.

KU6 The approaches of similar or competitor organisations to KM.

KU7 How ICT tools can be used to facilitate KM.



Develop policies and strategies for knowledge management


Develop policies and strategies for knowledge management | SD1

6 MakethebusinesscaseforKM,identifyingtheobjectives,benefitsandoutcomesofKMpolicies and activities and the required KM strategy.

7 Identifykeyinternalandexternal,andinfluencethemtosupportandchampiontheKM strategy.

8 Ensure communication and collaboration between those functions that focus on the creationandcommunicationofknowledgeand information and organisational learning.

9 Identify, implement and review processes that will promote the use of information and knowledge.

10 Determine, in partnership with external and internalstakeholders,thetoolsandsystemsrequired to support KM activities and processes,developspecificationsandmakea business case for their acquisition.

11 Track,assessandreportonthevalueobtained by the organisation from its KM activities.

KU8 TheKMtoolsandservicesmarketandhowto select appropriate tools and services.




SD1 | Develop policies and strategies for knowledge management

Further information



Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You are committed to ensuring that KM policies and practices are aligned to organisational goals

and strategies 2. You are proactive in identifying and championing the value of KM to all levels of the organisation 3.YouworkwithotherstoembedKMintoorganisationalthinkingandpractices 4.Youworkcollaborativelywithothersintheorganzationandexternalpartnerstofacilitate

knowledgesharingacrossboundaries 5. You temper passion for KM with practicality.

Terminology



ThisstandardhaslinkswithHI10–Monitor,evaluateandimprovethemanagementofdataandinformation;HI12–Promoteandfacilitatetheuseofinformationandknowledge;HI13–Identifytheneedsofclinicians,patientsandthepublicforcommunication,informationandknowledgesystems;andHI14–Developaspecificationforcommunication,informationandknowledgesystemstomeettheneedsofclinicians,patientsandthepublicwhicharestandardswithintheNOSforHealthInformatics,developedbySkillsforHealth.See www.skillsforhealth.org or www.ukstandards.org.uk

ThestandardsalsohaslinkswithD2–DevelopproductiveworkingrelationshipswithcolleaguesandstakeholdersandF12–ImproveorganisationalperformancefromtheNOSforManagementandLeadership,developed by the Management Standards Centre.


SD2


Standard D2:

Diagnose knowledge needs, assets, use and flows


Thisstandardisaboutthedirectionandimplementationofprocessesforknowledgemapping,auditingandmonitoring-activitiesthatprovideabasisfordeterminingknowledgemanagement(KM)priorities.Theseactivitiesidentifycurrentknowledgeneeds;businessprocessesandworkingpracticeswhichcreateanduseknowledge;andthewayinwhichknowledgeisshared,transferred,andre-usedbetweenindividualsandgroups across the organisation. The standard includes processes to discover the location, ownership and valueoftheorganisation’sknowledgeassets,includingexpertiseandknow-how,andtheassessmentofbarrierstoeffectiveknowledgetransfer,captureandreuse.

The standard

1 Plananddirectknowledgemappingandaudit activities.

2 Determine and direct processes for the identificationofkeybusinessprocessesand activities that create organisational knowledgeandknowledgeassets.

3 Determine and direct processes to identify howorganisationalknowledgeisusedandre-usedandhowreadilyitisavailable.

4 Determine and direct processes to establish theneedforknowledgesharingandtransfer,mappingknowledgeflows,noting‘bottle-necks’andassessingtheeffectivenessofcurrent practices.

5 Establish criteria for determining the value of knowledgeassetsandthecostsofpoorKMactivities.

KU1 The organisation’s goals and strategies.

KU2 Current theory and good practice in knowledgemappingandauditingandnetworkanalysis.

KU3 The difference between mapping and auditing.

KU4 Qualitative and quantitative research techniques.

KU5 The organisation’s structure, operational processes,workflowandtheexternalfactorsthat act as its drivers.

KU6 Howtolookatyourorganisation’sactivitiesusing a KM perspective.

KU7 Tools available to assist mapping and audit processes.



Diagnose knowledge needs, assets, use and flows


SD2 | Diagnose knowledge needs, assets, use and flows

6 Determine and direct processes to identify knowledgeassets,assesstheirvalueanddetermine duplication, synergies, and gaps.

7 Reviewnewtasksorchangedorganisationalprocessesfortheirknowledgeneedsandoutput.

8 Establish processes to monitor changes in knowledgeflowsandneedsandtoenableregularknowledgemappingandreview.

9 Design and apply survey and data collection tools,orknowwheretosourcethatexpertise.

10 Contributetoknowledgemappingandauditing.

11 Analyse data obtained from different techniques.

12 Extractmeaningfromtheanalysisandmakerecommendations for KM processes and tools.

13 Makeabusinesscaseforrecommendations.

KU8 Waystostructureandpresentresults,theirimplications and recommendations and ideas for action, clearly and appropriately for the audience.

KU9 How to evaluate the effectiveness of knowledgemappingandauditingandnetwork.

KU10 Whentorepeatmapping,auditingandnetworkanalyses.




Diagnose knowledge needs, assets, use and flows | SD2

Further information


Thisstandardisapplicabletopeopleinmanagementandpractitionerroleswhomakerecommendationsforimprovingknowledgeuseandflowwithintheorganisation.Itisalsorelevanttopeopleinoperationalroleswhoareresponsibleforidentifyingtheprocessesthatbuildanduseknowledge,andtheformalandinformalnetworksthatcontributetoknowledgeflow.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youhavecleargoalsandpatiencewhenworkingtowardsthem 2. You combine attention to detail with the ability to see the bigger picture 3. You are ambitious to see KM succeed in your organisation 4. You use diagnostic tools and their results pragmatically to prioritise KM opportunities and advise

on KM approaches 5.Youaresensitivetoissuesofknowledgeownership.

Terminology



ThisstandardhaslinkswithHI10–Capture,organiseanddisseminateinformationandknowledge; HI13–Identifytheneedsofclinicians,patientsandthepublicforcommunication,informationandknowledgesystems;andHI16–Monitor,evaluateandimprovethemanagementofdataandinformationintheNOSforHealthInformatics,developedbySkillsforHealth.Seewww.skillsforhealth.org or www.ukstandards.org.uk



SD3


Standard D3:

Support team and virtual working


Teamworkingwithinorganisationsandacrossorganisationalboundaries,isnowacommonworkingpractice.Peoplemayworkonanumberofteamsandmaybelocatedindifferentplacesgeographicallyorindifferentpartsoftheorganisation.Virtualworking,withpeoplemovingbetweenlocationsisalsobecomingcommonplace.Effectiveteamandvirtualworkingrequiresthatindividualsandteamshaveaccesstotoolsthat enable them to communicate effectively. This standard is about providing, managing or supporting these tools and processes.

The standard

1 Determine strategies to support team and virtualworking.

2 Demonstrate and communicate the value ofeffectiveknowledgeandinformationmanagementtoteamandvirtualworking.

3 Secureseniormanagementandstakeholdersupport for information strategies to support teamandvirtualworking.

4 Identifywithstakeholdersthekeychallengesforteamsandpeopleworkingvirtually.

5 Identifyandreviewwithstakeholderstherequirements for communication tools and processes.

6 Identify, develop and maintain effective tools and processes, e.g. social computing and document management tools, to support teamworking.

KU1 Theorganisation’sworkingpracticesandhow these affect teams, virtual teams and remoteworkers.

KU2 Regulatory, social and commercial constraintsthatapplytoworkingremotelyand in teams.

KU3 Theprinciplesofteamworkingandhowthese impact on ILKRA issues and needs.

KU4 The range of tools and techniques available tosupportteamsandremoteworking,including face to face and technology enabled techniques.

KU5 How to enable the management of information resources for virtual teams.

KU6 Howteamandvirtualworkinginterfaceswithcore business processes.



Support team and virtual working


Support team and virtual working | SD3

7 Identifynetworks,processesandsystemsthat allow people to connect to information andknowledgefromwherevertheyareworking.

8 Monitor processes and tools for team and virtualworkingandidentifyimprovements.

9 Provide guidelines, training, coaching and support to facilitate and encourage effective useofteamandvirtualworkingtoolsandprocesses.

10 Provide guidelines to facilitate interactive collaboration between internal and external stakeholders.

11 Ensure that team members understand and adhere to regulatory, social or commercial constraints that may apply.

12 Ensurethatteamsandremoteworkershaveaccesstoknowledgeassetsandinformationandthetoolstohelpthemrecordknowledgeand experience.

13 Ensure that the records management issues arisingfromteamandvirtualworkingareaddressed.

14 Identifythecontributionthatknowledgemanagementismakingtoteamandvirtualworking.

KU7 Therecords,informationandknowledgemanagement issues arising from team and virtualworking.




SD3 | Support team and virtual working

Further information


This standard is applicable to people in management and practitioner roles who are responsible for supportingteamsandstaffworkingremotely.Itisalsoapplicabletopeopleinoperationalrolesresponsibleforidentifying,developingandmanagingtoolsandprocessestosupportteamsandremoteworkers.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youdemonstratesupportforpeoplewhoworkremotelyandensurethatyouunderstandtheir

priorities and constraints 2.Youdemonstrateanunderstandingoftheobjectivesandprioritiesoftheteamsyousupport 3. You balance the use of new technologies with the development and maintenance of established

techniquesforsupportingteamsandremoteworkingsothatthatthemostappropriateprocessesare employed

4.Youleadbyexampleanddemonstrateacommitmenttoteamandvirtualworking 5.Youdemonstrateanappreciationofthechallengesofvirtualworking.

Terminology



ThisstandardhaslinkswithHI12–PromoteandfacilitatetheuseofinformationandknowledgefromtheNOSforHealthInformatics,developedbySkillsforHealth.Seewww.skillsforhealth.org or www.ukstandards.org.uk

ThisstandardalsohaslinkswithD2–DevelopproductiveworkingrelationshipswithcolleaguesandstakeholdersandF12–ImproveorganisationalperformancefromtheNOSforManagementandLeadership,developed by the Management Standards Centre.


SD4


Standard D4:

Support collaboration, knowledge sharing and re-use


Activecollaboration,sharingandreusingknowledgearekeybenefitsofgoodknowledgemanagementpractice.Thisstandardisaboutencouraging,facilitatingandsupportingcollaborationandknowledgesharingandre-use,includingmakinguseofcommunitiesofpractice.Itincludesprocessesformakingknowledgeaccessible to others but does not include the use of tools and standards for facilitating access or managing information, which are covered by standards in Areas E and F.

The standard

Support collaboration, knowledge sharing and re-use

1 Engage with internal and external stakeholderstodevelopservicestrategiesand programmes to support collaborative workingandknowledgesharing.

2 Determinewherecollaborativeworkingandknowledgesharingandre-usewillmostbenefityourorganisation.

3 Identify and articulate the value and businessbenefitofsupportforcollaborationandthesharingandre-useofknowledgeand experience.

4 Secureseniormanagementandstakeholdersupport for strategies and programmes of worktosupportcollaborationandknowledgesharing.

5 Identifyandselectexistingnetworksandcommunitieswhicharebenefitingtheorganisation and develop processes and activities to foster their development.

6 Assistnewnetworksandcommunitiestolaunch and sustain activities.

KU1 The principles and the techniques for knowledgesharingandlearning.

KU2 The range of collaborative techniques available, including face to face and technology enabled techniques.

KU3 Whyknowledgesharingisimportanttoyourorganisation.

KU4 Promotion techniques to encourage knowledgesharingandre-use.

KU5 Goodpracticeforsupportingnetworksand communities in your own and other organisations.

KU6 The practical and cultural issues relating to collaborationknowledgesharingandre-use.

KU7 The cultural, practical and information issues ofnetworksandcommunitiesworkingindispersed locations.




SD4 | Support collaboration, knowledge sharing and re-use

7 Identify the factors that encourage or impede knowledgesharinginyourorganisationandtheir impact on its operations and identify whereimprovingknowledgesharingwillbeofmostbenefit.

8 Select appropriate approaches for sharing knowledgeandstimulatingitsreuse.

9 Ensurethattheknowledgeassetsoftheorganisation are visible to all who need to use them.

10 Establish processes and tools to enable peopletofindexpertise,experienceandknowledge,e.g.expertisedatabasesorlinkstoprojectpeopleprofiles,socialcomputingtools,andfacilitatelinkswithexpertiseandknowledgeoutsidetheorganisation.

11 Establish formal and informal sharing events appropriate to the style and culture of the organisation.

12 Provideskills,trainingandsupportforsharing approaches and tools.

13 Monitor processes and tools for team and virtualworkingandidentifyandimplementimprovements.

14 Provide guidelines, training, coaching and support to facilitate and encourage effective useofteamandandvirtualworkingtoolsand processes.

15 Ensure that team members and remote workersunderstandandadheretoregulatory, social or commercial constraints that may apply.

16 Identifynetworks,processesandsystemsthat allow people to connect to information andknowledgefromwherevertheyareworking.

17 Ensure that collaborative teams and groups haveaccesstoknowledgeassetsandinformation and facilities to record and reflectontheiractivities.



KU8 Theorganisation’sworkingpracticesandhowtheseaffectknowledge-sharingandre-use.

KU9 Regulatory, social, and commercial constraintsthatapplytoknowledge-sharingandre-use.

KU10 How to manage the records management issuesarisingfromcollaborativeworking.


Support collaboration, knowledge sharing and re-use | SD4

Further information

Who is this standard for The standard is relevant to people in management, practitioner and operational roles who develop, implementandmaintainprocessesandtoolsthatenableandfosterknowledgesharing,re-useandcollaboration. The standard is also applicable to people who support, train, develop and facilitate communities of practice.

Behaviours In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youleadbyexampleanddemonstrateacommitmenttocollaborativeworking,knowledge

sharingandre-use 2.Youfosterthedevelopmentofnetworksandcommunities,andlinksbetweenthem,forthe

transfer of good practice and best practice 3.Youarerealisticinpromotingtheadvantagesofcollaborativeworkingbybalancingthe

opportunities offered by new technologies with supporting and developing face to face techniques

4.Youarecommittedtoencouragingthere-useofknowledgethatalreadyexistsinyourorganisation.

TerminologyThereisnoterminologyspecifictothisstandard.

Links to other standardsThisstandardhaslinkswithHI12–Promoteandfacilitatetheuseofinformationandknowledgefrom theNOSforHealthInformatics,developedbySkillsforHealth.Seewww.skillsforhealth.org or www.ukstandards.org.uk.ThisstandardalsohaslinkswithD2–Developproductiveworking relationshipswithcolleaguesandstakeholdersandD7–Providelearningopportunitiesforcolleagues from the NOS for Management and Leadership, developed by the Management Standards Centre. See www.management-standards.org or www.ukstandards.org.uk



18 Ensure that staff are encouraged to share andre-useknowledgebyinfluencingorganisational systems for recognising this contribution.

19 Ensure that the records management issuesforspecificcollaborationandnetworkingactivitiesareaddressed.



SD5 Facilitate knowledge capture


Standard D5:

Facilitate knowledge capture


Knowledge is created in various ways: through an individual’s education, experience and interaction with others. This standard is about the processes and approaches that facilitate and enable appropriate and valuableknowledgetobedevelopedandcapturedforthebenefitoftheorganisationandotherindividuals.Itcoverstechniquesfordebriefingindividualsandgroups,andprocessesforrecording‘lessonslearnt.Thestandard is applicable to people in management and practitioners roles.

The standard

1 Identifywherecriticalknowledgeisbeingcreated and developed.

2 Determine where the organisation is atgreatestriskfromnotdevelopingorcapturingknowledgesothatitcanbere-used.

3 Identify the processes and techniques for knowledgedevelopmentandcaptureandselectthosethatwillworkbestinyourorganisation and which can be used as part ofdaytodaywork.

4 Makethebusinesscaseforemployingknowledgedevelopmentandcaptureprocesses and techniques and the priority areas for their use.

5 Establish processes to capture the routine knowledgedevelopedbyindividualsinthecourseoftheirwork.

KU1 Theprinciplesandpracticesofknowledgemanagement (KM).

KU2 Current approaches, techniques and good practice to developing and capturing knowledge.

KU3 Howtoworkwithindividualsandgroupstocaptureknowledge.

KU4 The context in which your organisation needstocaptureandre-useknowledge.

KU5 How people in your organisation currently captureandvalueknowledgeanditsre-use.

KU6 Thebarriersandenablerstoknowledgecapture.




Facilitate knowledge capture | SD5

6 Establish processes to enable the knowledgeacquiredthroughgroupactivitiesandprojects,e.g.afteractionreviews,tobecaptured.

7 Establishprocessestobuildknowledgecapture into the organisation’s business processessothatknowledgecaptureisanongoing activity.

8 Establishtoolsforrecordingknowledge(turningknowledgeintoinformation),e.g.supporting the recording of stories and evidence,journalisticandwritingskills,provision of templates and guidelines, harvestingtoolkits,etc.

9 Ensure that that the records management issuesassociatedwithknowledgecaptureare addressed in capture processes.

10 Captureandcommunicatethebenefitsofknowledgecaptureandtransferprocesses.

11 Supportandfacilitateknowledgecaptureprocesses as applicable to the situation and context.

12 Providetraininginknowledgecaptureprocesses.

13 Monitor the effectiveness of and the benefitfromtheuseofknowledgecaptureprocesses.




SD5 | Facilitate knowledge capture

Further information


This standard is applicable to people in management and practitioner roles responsible for the development andimplementationofprocessestoenablethecaptureofknowledgeandlessonslearntfromexperience.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youchampiontheidentificationandcaptureofknowledgeinthecourseofdaytodaywork 2.Yourecogniseandacknowledgetheinterdependenceofknowledgeandanindividual’ssenseof

their value 3.Youareselectiveandprioritiseknowledgecapturetargets 4.Youaresensitivewhenknowledgeneedstobecapturedfromstaffleavingtheorganisation.

Terminology



ThisstandardlinkswithHI10–Capture,organiseanddisseminateinformationandknowledgeinthe NOSforHealthInformatics,developedbySkillsforHealth.Seewww.skillsforhealth.org or www.ukstandards.org.uk


SD6 Enable the transfer of knowledge into information


Standard D6:

Enable the transfer of knowledge into information


Thisstandardisabouttheactivitiesandprocessesthathelpotherstocaptureknowledgeandexperiencein such a way that a broad audience can access and learn from it. The methods of capture include written communication, the publishing of information on a website, development of presentations, video and audio recording, and the use of social computing tools.

The standard

1 Identifytypesofknowledgeofpotentialvalue to the organisation.

2 Provide advice and guidance on the most appropriate formats for capturing the specificpieceofknowledgeanditsintendedaudience.

3 Provide guidelines and templates consistent with your organisation’s house style.

4 Enable customers to recognise that they create items of information when they record knowledgeandexperiences.

5 Identify the training needs of individuals and your organisation in the development of knowledgeobjects.

6 Support and advise individuals on their training needs and how to obtain relevant training.

KU1 Whenandhowknowledgeiscreated.

KU2 The differences between tacit, implicit and explicitknowledge.

KU3 Theorganisation’sknowledgestrategies.

KU4 The organisation’s style conventions.

KU5 The organisation’s tools for recording pieces ofknowledge.

KU6 Thedifferentwaysinwhichknowledgecanbe captured.

KU7 The potential audiences for the piece of knowledge.

KU8 Customers’workingpatternsandconstraints.

KU9 The relevant technology required to help customerscreateandrecordknowledge.




SD6 | Enable the transfer of knowledge into information

Further information


This standard is applicable to people in practitioner and operational roles who develop standards and guidelinesforrecodingknowledgeinformatsmostsuitablefortheknowledgeobjectandtheaudience.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youvaluetheexperienceandknowledgeofothers 2.Youhavepatienceandempathywhenworkingwithpeopletocaptureknowledge 3.Youareconvincedoftheneedtobeselectiveincapturingknowledgeandexperience 4. You champion good practice 5.Youinstillconfidenceinpeoplewhoneedtocreateandrecordtheirknowledge.

Terminology



ThisstandardhaslinkswithHI10–Capture,organiseanddisseminateinformationandknowledge fromtheNOSforHealthInformatics,developedbySkillsforHealth.Seewww.skillsforhealth.org or www.ukstandards.org.uk


SD7 Foster knowledge management culture, behaviours and skills


Standard D7:

Foster knowledge management culture, behaviours and skills


Effectiveknowledgemanagement(KM)requiresaworkingculturethatfostersanunderstandingofthevalueofknowledgeandpositivelyencouragesknowledgesharingandtransfer.Thisstandardisaboutdevelopingtheskillsandbehavioursthatenablepeopletoparticipatein‘knowledgeworking’.

The standard

1 Identify your organisation’s culture and values.

2 Assess where organisational culture, values and practices hinder effective KM and the changes required.

3 Find supporters and collaborators and identify with them strategies and activities forimplementingchangesinworkpractices,behaviours and values to enable good KM practice.

4 Influenceseniormanagementtoactasrolemodelsinsharingknowledge,usingofKM tools and processes, and in capturing benefits.

5 Identifyanddevelopknowledgechampionsand ‘super users’ to encourage the use of knowledgestandards,toolsandprocesses.

KU1 The culture of your organisation, and how to bothworkwithinitandinfluenceittoachieveyour goals.

KU2 The potential champions of KM in your organisationandwhomislikelytobemosteffective.

KU3 Thekeyprocessesofyourorganisation,andwhich can best be optimised by adopting knowledgebehaviours.

KU4 Currentthinkingineffectiveknowledgebehaviours and processes.

KU5 How to coach people to adopt effective knowledgebehaviours.

KU6 How to manage change.

KU7 How to assess progress in the adoption of KM related values and behaviours.




SD7 | Fosterknowledgemanagementculture,behavioursandskills

6 ArticulatetheKMskills,competencies,and behaviours required throughout the organisationandinfluenceappropriatestakeholderstoembedtheminworkingactivities and through processes such as appraisal.

7 Train and coach people in the use of KM processes and tools.

8 Provide guidelines, templates and other aids for KM processes and tools.

9 Identify and implement processes that promote the use of information and knowledgeandcommunicatebenefit.

10 Reviewprogressinembeddingknowledgecapture and behaviours and improvements and plan essential change.




Performance Criteria with the Knowledge and Understanding | S4

Further information


This standard is applicable to people in management roles who are responsible for the development and adoption of good KM practice. This standard is relevant to people who are leading or participating in the development of KM practices and approaches across the organisation or within a business unit or function andwhoencouragetheadoptionortake-upofworkingpracticesthatcontributetoKM.ItisalsorelevanttostaffinpractitionerandoperationalrolesworkinginaKMorganisation.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youchampiontheknowledgeculture 2.Youpersonallyadoptanddemonstrateknowledgebehavioursandvalues 3.Youaresensitivetotheconcernsofindividualsinsharingtheirknowledge.

Terminology



ThisstandardhaslinkswithB9–DevelopthecultureofyourorganisationintheNOSforManagementandLeadership, developed by the Management Standards Centre. See www.management-standards.org or www.ukstandards.org.uk



SE1 Determine policies and strategies for managing content and collections throughout their life cycle

Area E – Managing content and collections

Standard E1:

Determine policies and strategies for managing content and collections throughout their life cycle


This standard is about the development of organisational policies for ensuring that collections and content are managed to meet organisational, legal and ethical requirements throughout their lifecycle. It is also concerned with developing the strategies to be adopted for ensuring that the policy is effectively implemented. This includes determining processes and standards for the access, retention, and disposal of collections, items and content and is applicable to print and digital materials.

The standard

1 Develop policies and standards for the management of content and collections in your area of responsibility that meet the needs of the organisation and your customers.

2 Identify, develop, monitor and assess processes that ensure collection management policies are applied accurately and effectively.

3 Ensure that policies and procedures adapt tochangesincontentsubjectmatter,contentformats, to the changing needs of the organisation and of customers.

4 Consult on the continuing usefulness of content and collections.

5 Consultwithstakeholdersonthedevelopment of lifecycle management.

KU1 That published materials, artifacts, records and archives need to be managed appropriately at each stage of their lifecycle.

KU2 Thebusinessobjectivesanddirectionofthe organisation, and how this impacts on lifecycle management.

KU3 The nature of the content and collections for which you are responsible.

KU4 The requirements of your customers for access to content and collections, and the impact of these needs on how collections and content should be managed.

KU5 The principles of collection management and the principles of the information and records lifecycle.

KU6 Current good practice and trends in content and collection management.




Determine policies and strategies for managing content and collections throughout their life cycle | SE1

6 Determine processes for establishing how content and collections are used.

7 Advise on standards and rules for the creation, sharing and storage of records and information that will ensure that they can be managed effectively for access, retention and disposal.

8 Determine criteria for reviewing collections and content in terms of their active, semi active and archival value and that they are disposed of or destroyed appropriately.

9 Advise on the records management implications of IT application development.

10 Develop and agree standards and appraisal criteria for the review, retention anddisposalofcontentandmaterials-physicalandelectronic-thatmeetcorporaterequirements, legislative requirements, the guidelines of appropriate authorities, and the needs of users.

11 Determine access policies and process to ensure that collections and content are secure but accessible to accredited customers, including those with visual, hearing or other relevant impairments affecting access to information.

12 Monitor and assess the effectiveness of processes and standards for the management of collections and content.

KU7 Theimplicationsofrelevantofficesystems,suchasworkflowandimageprocessing,for records and internal information management.

KU8 The implications of relevant legislation and standards for content and collection management.

KU9 International, national and corporate frameworksandstandardsthatapplytotheorganisation of the information for which you are responsible.

KU10 External regulations and practice that affect lifecycle management.




Further information


This standard is applicable to people in management roles who lead and develop policies, process and standards for managing content and collections. It is also relevant to people in practitioner roles who contribute to policies, processes and standards, and who are responsible for their application and enhancement.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You are committed to ensuring that content and collections are managed in a legal and ethical

way 2. You are committed to developing policies, processes and standards that meet the organisation’s

businessobjectivesandtheneedsofcustomers 3. You recognise that caring for collections is implicit in their management

Terminology



ThisstandardhaslinkswiththeNOSforHealthInformatics.Seewww.skillsforhealth.org.uk or www.ukstandards.org.uk Other relevant technical standards are: British Standards Institution. PD0010:Principlesforgoodpracticeforinformationmanagement,2nded,1997.BritishStandardsInstitution.BSISO15489-1:2001RecordsManagement.


SE2 Determine policies and strategies for care of collections and repositories


Standard E2:

Determine policies and strategies for care of collection and repositories


This standard is about developing the organisation’s policy for the care of collections and repositories, and the strategies for achieving the level of care required to ensure the survival of materials. This includes determining The standards and processes to be used to achieve the appropriate level of care. Collections and repositories may contain a range of material and formats including published items, internally generated records, archives and artifacts. The standard is applicable to physical and digital materials.

The standard

1 Determine criteria for the level of care required for different collections.

2 Identify, develop and assess processes and standards that ensure effective collection care and prevent unauthorised alteration of content.

3 Manage the implementation of these processes and standards and ensure that standards and processes are applied accuratelyandefficiently.

4 Ensure that policies and processes adapt tochangesincontentsubjectmatter,changing needs of the organisation and your customers.

KU1 Theobjectivesofyourorganisation.

KU2 The principles and theory of content and collection care.

KU3 Customer requirements for access and use of content and collections.

KU4 The implications of different types of collections for their management and care.

KU5 The design and access implications of the different range of materials and formats required by different customer groups, including people with visual, hearing or other impairments affecting access to information.

KU6 How to manage and care for collections including different media and format e.g. artifacts, paper, electronic, images, etc.




SE2 | Determine policies and strategies for care of collections and repositories

5 Identifyanddefineanyconstraintsonaccess to content resulting from, for example, supplier contracts, restricted access rights or the special needs of customers and determine appropriate access criteria.

6 Ensure that management and processes support contracts with suppliers for the volumes, types and levels of access.

7 Monitor, evaluate and identify potential improvements for collection and content management.

8 Develop processes for assessing the effectiveness of current and emerging content and collection management.

KU7 How to develop and implement care processes for collection care.

KU8 How to monitor the effectiveness and efficiencyofcaremanagementprocesses.

KU9 Currentbestpracticeandlikelyfuturedevelopments in content and collection management, and their care.




Determine policies and strategies for care of collections and repositories | SE2

Further information


Thisstandardisapplicabletopeopleinmanagementandpractitionerroleswhoareresponsibleforspecificcollectionsand/orareasofcontent.Itisalsoappropriatetopeopleinoperationalroleswhoundertakeactivities that support the maintenance of content and collections.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You appreciate the value and the use of the collections and content 2.Youmaintainaworkingknowledgeofthecontentandcollections 3. You recognise that caring for collections is implicit in their management 4.Youworkwithcolleaguestoensurethatcollectionsandcontentaremanagedforoptimumcare 5.Youappreciatetherisksinunauthorisedalterationofcontent.

Terminology



ThisstandardhaslinkswiththeNOSforHealthInformatics.Seewww.skillsforhealth.org.uk Other relevant technical standards are:

TheSocietyofArchivists–bestpracticeguidelinesforpreservationandconservation,1997. •British Standards Institution. BSISO15489-1:2001Recordsmanagement.•The National Archives. • The Lord Chancellor’s code of practice on the management of records under section 46 of the •Freedom of Information Act, 2002.



SE3 Determine policies and strategies to ensure that items and content can be identified and found


Standard E3:

Determine policies and strategies to ensure that items and content can be identified and found


This standard is about determining the organisation’s policy on how collections and content will be organised so that material can be found by customers, and the strategies to ensure that the policy is effectively implemented. This includes determining which standards, tools and processes will be used to describe the itemsincollections,labelspecificcontent,andassignlocation.Collectionsmaycontainarangeofmaterialand formats (physical and digital) including published items, internally generated records, archives and artifacts.

The standard

1 Ensurethatpoliciesfortheidentificationandaccessibilityofitemsandcontentreflecttheintended or potential use of the material, objectivesoftheorganisation,andtheneedsof diverse and varied customers.

2 Ensure that selected strategies, standards and tools adapt to changes in content subjectmatter,thechangingneedsofthe organisation, and the needs of your customers.

3 Determine appropriate standards, rules and schedules for describing the item and its provenance.

KU1 The potential uses of the collections and content, including their potential to uncover ‘hidden’ content relating to groups traditionallyunder-representedor‘invisible’in collections.

KU2 The principles of information science, information retrieval, records management, and the organisation of collections.

KU3 International, national, and organisational standards for collection and content description, labeling and coding, and metadata.

KU4 Good practice in the application and modificationofexternalstandardstocreatestandards for use by your organisation.




Determine policies and strategies to ensure that items and content can be identified and found | SE3

4 Determine appropriate standards and tools for describing the content and nature of anitem,e.g.subjectindexes,cataloguedescriptors, taxonomies, thesauri, ontologies, metadata, using external standards where appropriate and developing internal standards where necessary.

5 Determine schedules and tools for assigning anitemtoalocation,e.g.classification,andfilingplans.

6 Workwithsuppliersofpublishedinformationand resources to streamline and simplify processes for the organisation of content for retrieval.

7 Ensure that organisational tools and standardsdevelopedoramendedin-houseare well documented and include review and update mechanisms.

8 Develop processes for applying selected tools/standards/schemes.

9 Monitor and assess the effectiveness of processes and standards.

KU5 Good practice in the development of organisationalspecificstandardsfordescription coding and labeling content.




SE3 | Determine policies and strategies to ensure that items and content can be identified and found

Further information



Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youappreciatetheobjectivesandconstraintsofpeoplelookingforitemsandcontent 2.Youappreciatethevalueofensuringthatitemsandcontentcanbeeasilyfoundandthatlinksto

related material can be made 3. You listen and respond to customer comments on their experience of locating content.

Terminology



Therearenospecificlinkstootherstandards.


SE4 Provide appropriate environments and systems for physical collections and repositories


Standard E4:

Provide appropriate environments and systems for physical collections and repositories


This standard is about designing, managing and maintaining spaces that are environmentally appropriate for the material in physical collections and provide appropriate facilities for customers and staff.

The standard

1 Design and maintain storage facilities appropriate to the material (printed material, artifacts, images, etc) held within the collection and, to the greatest extent possible, accessible for staff with physical or sensory impairments.

2 Ensure that access to the collections is appropriate to the level and type of use, and the amount of control required.

3 Design and maintain customer space that encourages and facilitates effective use of the collection and allows for interaction between customers, and between customers and staff, allowing for the access requirements of disabled people (either as staff or customers).

4 Design a helpful and logical arrangement forthecollections,takingaccountofthephysical media of the collections.

KU1 The environmental requirements for different types of material and collections.

KU2 The principles of designing environments and facilities for the materials for which you are responsible.

KU3 How the collection is used and the facilities that will support these uses.

KU4 The long term policies for the collection and its content.

KU5 The requirements of the Disability Discrimination Act, other relevant legislation and the implications for the design of physical environments.

KU6 Good practice and trends in the design ofphysicalenvironmentsforspecificcollections.




SE4 | Provide appropriate environments and systems for physical collections and repositories

5 Ensure appropriate environmental controls.

6 Maintain and develop appropriate informationsystemssuchasfilingsystemsand manual records.

7 Monitor and assess the utility and effectiveness of the environment.



Further information


This standard is applicable to people in management, practitioner and operational roles who are responsible for the space in which physical collections are housed and used, and the facilities for customers and staff using them.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You appreciate how physical environments affect the way customers use collections 2. You appreciate the value of the collections and strive to ensure that it is housed appropriately 3.Youempathisewiththeneedsofcustomerswhouseandworkwiththecollection 4. You listen and respond to customer comments on the environment 5.Youtakenoteofhowserviceenvironmentsaredesignedforuseinothersectors.

Terminology



The British Standards Institute and CEN (the European Committee for Standardization) have developed standardsforfacilitiesmanagementwhichmayberelevant,e.g.PrEN15221Facilitymanagement-termsanddefinitionsandPrEN15222Guidanceonfacilitymanagementagreements.


SE5 Provide effective virtual environments for digital content and repositories


Standard E5:

Provide effective virtual environments for digital content and repositories


The standard is about designing, managing and maintaining interfaces and systems that enable electronic contenttobecreatedandeffectivelyaccessed.Thisincludesthedevelopmentofenvironmentsforspecificcustomer groups, e.g. virtual learning environments, research environments, digital repositories, portals, navigation and content management systems. It also includes contributing to the development of information architecture for the organisation through the selection of standards and systems. It does not include the development or application of coding and labeling schemes such as taxonomies, metadata, which are covered in standards E3 and E7.

The standard

1 Assess and monitor the requirement for access to virtual content, collections and repositories by different customers, including those with visual, hearing or other impairments affecting access to virtual content.

2 Align the design of virtual environments to organisational needs.

3 Provide information management advice to inform the planning of IT infrastructure and technical architecture which support virtual workingenvironments.

4 Specify ICT and information management requirements for virtual content environments.

KU1 The policy and design of your organisation’s enterprise architecture.

KU2 The principles of information architecture and of virtual environment design.

KU3 The implications of collaborative and virtualworkingforthestorage,findingandexchange of information.

KU4 Customer requirements for access to collections and content.

KU5 The design and access implications of the different environments required by different customer groups.

KU6 The implications of accessibility standards on the design of electronic environments.




SE5 | Provide effective virtual environments for digital content and repositories

5 Specify standards and protocols that provide a coherent information architecture to enable theidentification,accessanduseofcontentand repositories irrespective of location.

6 Identify appropriate search engines and other tools to support navigation of digital material.

7 Specify and select appropriate content management systems.

8 Specify requirements for general and personalised interface, (including web sites and portals) and ensure that they conform with accessibility guidelines and good practice in content and navigation.

9 Develop and implement processes to ensure thatlinkstorequiredcontentarecurrentandusable.

10 Establish appropriate access procedures.

11 Design processes to monitor performance, use and customer satisfaction.

12 Establish procedures for maintaining the currency of standards and tools.

13 Monitor developments in the technology and approaches being used to develop and manage virtual environments.

14 Assess the implications of new systems development on records policies and practices and embed records management requirements in systems design and operation.

KU7 Technical developments and current trends in virtual environment design and, tools.

KU8 Current good practice in the design of interfaces–includingwebsitesandportals.

KU9 Legislation and regulations relating to the content of websites, portals and other interfaces.

KU10 Constraints on access to content resulting from, for example, supplier contracts, restricted access rights or the special needs of customer, and the levels of custom identificationrequiredbytheorandusable.




Provide effective virtual environments for digital content and repositories | SE5

Further information


This standard is applicable to people in practitioner and operational roles who are responsible for enabling theorganisationandmanagementofe-contentsothatitcanbefoundandused.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You appreciate the different ways in which people interact with electronic environments, including

people with visual, hearing or other impairments affecting access to the electronic environment and users of assistive technologies

2.Youworkcloselywithcolleaguesinrelatedareasofactivity,e.g.businessstrategistsandITstrategiststoensureagoodfitbetweentheorganisation’sbusinessstrategy,ITinfrastructure,and its information architecture and information environments

3. You offer support and expert help to departments and functions developing their own shared environments

4. You are willing to adopt and adapt other people’s systems.

Terminology



TheSkillsFrameworkfortheInformationAge(SFIA)providesacommonreferencemodelfortheidentificationoftheskillsneededtodevelopeffectiveinformationsystems(IS).Seewww.sfia.org.uk

ThisstandardhaslinkswiththeNOSforHealthInformatics,developedbySkillsforHealth. See www.skillsforhealth.org.uk or www.ukstandards.org.uk

OLNhavelinkstoanumberoftechnicalstandardsontheirwebsiteincludingJISCInformationEnvironmentTechnical Standards. See http://www.ukoln.ac.uk/distributedsystems



SE6 Preserve, conserve and manage collections and content


Standard E6:

Preserve, conserve and manage collections and content


This standard is about ensuring the necessary systems for appraisal, retention and disposal of material, and safe storage are observed. Also that appropriate techniques for the preservation and conservation of physicalandelectronicmaterials,includingarchives,rarebooks,records,artworksandotherartefactsheldin collections, are applied. The standard includes managing the digitisation of materials to provide for their survival and to protect the original while allowing access and use.

The standard

1 Contribute to the policies and strategies concerning the care and management of collections and content.

2 Apply collection management processes including retention and disposal.

3 Ascertain the identity, current and future roles, and location of the item and content.

4 Identifyrisksfactorsassociatedwiththeuseand retention of an item or content.

5 Identify, to an appropriate level of detail, the structure and composition, of items.

6 Identifypossibleriskfactorsassociatedwiththe item and its use.

7 Propose and implement preventative care and routine procedures.

KU1 The principles of lifecycle management, conservation and preservation.

KU2 The policies, strategies and processes agreed within your organisation for lifecycle management, preservation and conservation.

KU3 National and international standards and accepted good practice in preservation and conservation.

KU4 The techniques for ensuring that digital recordscanbepreservedand/ormigratedtofuture formats.

KU5 Wherespecialistadvicecanbeobtainedandwho are the relevant experts for the class of item.




Provide effective virtual environments for digital content and repositories | SE6

8 Guard against unauthorised changes to electronic content.

9 Apply appropriate access and use criteria and processes.

10 Identifyandobtainspecialistskillswhenneeded.

11 Determine criteria for the selection of physical material to be digitised and apply processes and standards for the digitisation process.

12 Apply the processes for maintaining the quality of digital records and content.

KU6 Thelikelyrelevantsourcesofinformationabout the item and how they can be accessed.

KU7 The different methods of recording decisions on content.

KU8 The possible future uses there might be for items.




SE6 | Provide effective virtual environments for digital content and repositories

Further information


This standard is applicable to people in practitioner and operational roles with who are responsible for ensuring that content and collections (physical and electronic) are managed appropriately to ensure their preservation. It includes the assessment of whether a conservator is needed for particular materials and whetherelectronicformatsarelikelytoremainaccessibleinthefuture.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You recognise the importance of managing content and collections to the organisation’s

standards 2. You recognise the need to preserve particular physical and electronic materials and apply

objectivecriteriatodecidewhichcontentrequirespreservation 3. You recognise the need to dispose of material that is no longer needed safely and appropriately 4.Youwillrecognisethevalueofusingspecialistskillssuchas,forexample,conservationskills 5.Youworkcollaborativelywithexpertsinotherdisciplines.

Terminology



ThisstandardalsohaslinkswiththeNOSinConservation,developedbyCreative&CulturalSkills.Seewww.ccskills.org.uk or www.ukstandards.org.ukThe following technical standards may also be relevant:

UKOLN, the centre of expertise in digital information management based at the University of Bath, •contributes to the development of service standards, and provides advice on their implementation. See http://www.ukoln.ac.uk/BritishStandardsInstitution.BS49712002Repairandalliedprocessesfortheconservationof•documents. British Standards Institution. BS 5454 2000 Recommendations for storage and exhibition of •archival documents.


SE7 Apply standards that help people find content


Standard E7:

Apply standards that help people find content


Thisstandardisaboutenablingcustomerstofindthespecificinformationandcontenttheyneedwithinphysicalanddigitalcollections.Itcoverstheapplicationofclassificationschemes,indexingschemes,taxonomies, thesauri, ontologies, etc. It does not include the application of cataloguing, and other tools for determining the storage location of items, which are covered in standard E8.

The standard

1 Select appropriate standards, rules and descriptors to apply to the content of collections and items, in order that customerscanfindthecontenttheyneedirrespective of location (i.e. taxonomy, thesaurus,ontology,classificationschemes,cataloguing rules, metadata etc).

2 Identify, introduce and use automated tools for coding and labelling content.

3 Analyse and understand the information content.

4 Use appropriate standards and rules (e.g. taxonomy, thesaurus, ontology, classification,cataloguingandmetadataschemes, etc) to index, label and describe specificitemsofcontent.

5 Prepare informative abstracts.

6 Identify and apply the level of descriptive cataloguing appropriate for your organisation and its collections.

KU1 The basic principles of describing informationcontentincludingclassification,indexing, abstracting and thesaurus construction.

KU2 Published techniques and standards relevant to your area.

KU3 The principles underlying the construction of classificationandindexingsystems.

KU4 The latest developments in information organisation standards relevant to your organisation.

KU5 Your organisation’s own indexing and labelling systems.

KU6 Thesubjectmatterinyourareaofresponsibility.

KU7 Howthecontentwillbeusedandanylong-term implications of this use that will affect your treatment of material.




SE7 | Apply standards that help people find content

7 Assess the need to ensure that catalogues and indexes capture information on traditionallyunder-representedgroups(includingthosedefinedbyage,disability,gender, race, religion, belief and sexual orientation) ensuring their visibility in collections.

8 Enter coding information accurately into manual or electronic systems.

9 Develop, amend and maintain indexing and classificationsystemsasappropriate.

10 Keeprecordsaboutmodificationsneededandmadetotheindexingandclassificationsystems.

11 Develop indexes to collections using agreed conventions.

KU8 How the retrospective assessment of collectionsandtheirassociatedfindingaids can reveal ‘hidden histories’ and how best practice in cataloguing can ensure the visibility of unrepresented groups.




Apply standards that help people find content | SE7

Further information


This standard is applicable to people in practitioner and operational roles who use standards and tools to describethecontentofitemssothatuserscanfindrelevantcontentirrespectiveoflocation.Itisrelevanttostaffwhoareresponsibleforcodingandlabellingitemsofcontenttoreflecttheirsubjectmatter,contenttypeand potential use, and for ensuring that content can be effectively located and accessed.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You appreciate the level of detail needed to meet the needs of the organisation and customers

and to ensure that the information can be found 2. You recognise that standards for labelling and identifying information so that it can be easily

located are essential and champion their use across the organisation 3. You are willing to adopt standards and tools developed by others 4. You pay attention to detail together whilst appreciating the purpose of the labelling and coding

systems you use 5.Youlookforopportunitiestosimplifythecodingandlabellingofcontentusingautomated

techniques.

Terminology






SE8 Apply standards for the description and location of items


Standard E8:

Apply standards for the description and location of items


This standard is about cataloguing items so that they are accurately described and their location assigned. It covers the use of metadata standards for describing the item’s purpose, type, audience, currency, provenance,etc.Italsocoverstheuseofcataloguingandfilingschemessothatitemscanbestoredinan appropriate place and easily retrieved. It does not cover indexing and labelling standards to enable the identificationofthecontentofanitemforsubjectsearching,whichiscoveredinstandardE7.

The standard

1 Analyse and understand the information content.

2 Ensure a helpful and logical arrangement of the physical collections by applying agreed classificationandfilingschemes.

3 Organise physical and digital items according to the scheme used.

4 Applyorcheckmetadatatoensureitaccurately describes the item and its provenance.

5 Develop templates and systems to enable the automated addition of metadata.

6 Develop indexes to collections using agreed conventions.

7 Writecatalogueentrieswiththeamountofdescription appropriate to the collection and its use.

KU1 Theprinciplesofclassification,metadataandfilingstructures.

KU2 Relevant external standards for classification,metadata,andfilingstructures.

KU3 Your organisation’s processes and standardsforclassification,metadata,andfilingstructures.

KU4 Thesubjectmatterinyourareaofresponsibility.

KU5 How the content and materials will be used andanylong-termimplicationsofthisusethat will affect your treatment of material.

KU6 The purpose of the indexes, catalogues or files,andthefactorsthatdeterminestheirscope and range.




Apply standards for the description and location of items | SE8

8 Developandmaintainclassificationandfilingsystemsappropriatetothecollection.

9 Accuratelyenterclassificationandfilingdatainto manual or electronic systems.

10 Keeprecordsaboutmodificationsneededand made to the conventions.

KU7 How best practice in cataloguing and indexing can ensure the representation and visibilityofunder-representedgroupsincollections.



Further information


This standard is applicable to people in practitioner and operational roles who applyprocesses and standards that enable items in physical and digital collections and repositories to be found.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You appreciate the level of detail needed to meet the needs of the organisation and customers 2. You champion the application of standards across the organisation 3. You are willing to adopt standards and tools developed by others 4.Youseektoimprovetherelevanceofstandardsfordescribingitemsforyourorganisation 5.Yourecognisetheimportanceofstandardsforenablingitemstobeidentified,stored,andfound.

Terminology






SE9 Manage content and collections for business continuity and information security


Standard E9:

Manage content and collections for business continuity and information security


Organisations require systems to counteract and prevent interruptions to their activities and to protect critical processesfromtheeffectsofmajorfailuresordisasters.Thisstandardisaboutdevelopingandimplementingpolicies for managing information assets and vital records, including safeguarding sensitive information and records, such as corporate information and customer information. It includes the enabling of secure information sharing.

The standard

1 Provide management direction and support for information security, demonstrate that informationsecurityisbeingtakenseriouslyand that effective steps are in place.

2 Promote a strategic approach to securing theorganisation’sknowledgeandinformation assets and collections.

3 Identify vital records and other information assets critical to your organisation’s business and the level of protection required.

4 Ensure that proper attention is given to information assets and vital records in your organisation’s business continuity planning.

5 Ensure that your area of responsibility manages information assets and vital records in accordance with business continuity policies.

KU1 The importance of information security to your organisation and to your customers.

KU2 Your organisation’s business continuity plan.

KU3 Current practices and issues in business continuity.

KU4 The implications for information, records and archive management of relevant national and international standards and guides togoodpractice,e.g.BS25999andtheBusiness Continuity Institute standards.

KU5 Howtoinfluencestakeholderstofeatureinformation assets and vital records in business continuity plans.

KU6 The information content, collections and records acquired and created by the organisation and their implications in terms ofinformationriskandsecurity.




Manage content and collections for business continuity and information security | SE9

6 Identify developments in information assets and vital records that require current business continuity plans to be amended.

7 Develop and apply processes for establishing customer’s identity, their eligibilitytouse/accessinformationandcollections and to enable secure access to information and collections.

8 Identify, quantify, and manage the range of threats to electronic information in the organisation.

9 Develop and implement policies and proceduresthatreducetheriskstophysicalrecords and collections of human error, theft, fraud or misuse of facilities.

10 Monitor the application of information security processes by the organisation or ensurethatmonitoringisundertakenbytheappropriate function.

11 Develop contingency plans and procedures for disaster recovery and for salvage of materials, both physical and electronic.

KU7 Howtheorganisationuseskeyinformation,collections and records.

KU8 The information sharing security standards (ISS) employed by the organisation.

KU9 You and others’ responsibilities for information security.

KU10 The range of standards and guides to good practice developed by national and internationalorganisations,e.g.BSI/ISCandthe Information Security Forum.

KU11 Asset protection, recovery and disaster planning techniques and facilities.

KU12 The impact of any changes in ISS controls on customers and others.




SE9 | Manage content and collections for business continuity and information security

Further information


This standard is applicable to people in management, practitioner and operational roles with responsibilities for information assets and vital records, and for implementing agreed security policies and strategies. It is also relevant for people with responsibility for ensuring authorised access to and use of information assets.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youjudgewhatcontent,collectionsandassetshaveimplicationsforbusinesscontinuity

andworkcloselywiththoseinyourorganisationwithresponsibilityforbusinesscontinuitymanagement

2. You champion the need to include information and vital records in business continuity plans 3. You recognise the impact that information security controls have on customers 4.Youworktoreducerisk,andpromotecompliancewithstandardsandprocessesforinformation

security to colleagues and customers 5.Youcomplywithbusinesscontinuitypoliciesandpracticesinyourownwork 6. You are sensitive to breaches of security and their importance.

Terminology



ThisstandardlinkswiththeNOSforHealthInformatics,developedbySkillsforHealth. See www.skillsforhealth.org.uk or www.ukstandards.org.uk

TheSkillsFrameworkfortheInformationAge(SFIA)providesacommonreferencemodelfortheidentificationoftheskillsneededtodevelopeffectiveinformationsystems(IS)andincludesanumberofstandards relevant to this area. See www.sfia.org

The Business Continuity Institute has developed 10 standards of professional competence which provide an overview of good business continuity practice and relate to this standard. See www.thebci.org/10Standards.pdf


SE10 Assist customers to organise information effectively


Standard E10:

Assist customers to organise information effectively


In order to use information well customers need to be able to organise their own information. This standard is about helping customers to manage their personal physical and electronic information (including email) effectively and in accordance with any legal guidelines or organisational procedures. It is also about helping them to understand when and how to discard information.

The standard

1 Identify the training needs of your users and your organisation.

2 Support and advise individuals on their training needs and how to obtain training.

3 Develop, design and promote training to help customers understand why they should manage their information effectively.

4 Develop, design and promote training to help customers manage and integrate their physicalandelectronicfiles,andemail.

5 Develop, design and promote training to help customers apply metadata and index terms.

6 Develop, design and promote training to help customers understand when and how to store and discard information.

7 Plan, design and deliver training and support forcustomerstoenablethemtomakeuseofguidesandfindingaidstothecollections.

KU1 The principles of information literacy.

KU2 Currentthinkinginusereducationandthedevelopmentofinformationliteracyskills.

KU3 Theories and principles of effective communication and ways to structure and present information and ideas clearly and effectively to learners.

KU4 Techniques that can be employed to support learning and how to design training and skillstransfereventsande-trainingtomeetuser needs.

KU5 How to design and promote the relevant guides and aids to organising information.

KU6 How available technology can help customers organise information.

KU7 How to organise and record information in accordance with your organisation’s policies and procedures.




SE10 | Assist customers to organise information effectively

8 Plan and deliver training and support for customers to enable them to use technology tofindinformation.

9 Plan,designanddeliverone-to-onetrainingand coaching.

10 Provide appropriate assistance to people with visual, hearing or other impairments affecting the management of information.

11 Matchtheneedforinformationskillsdevelopment with the resources available.

KU8 How to assess the effectiveness of training, coaching and support.

KU9 How people with visual, hearing or other relevant impairments can access and manage information using a variety of methods and assistive technologies.

Performance criteriaInformation and Library Services, Archive Services and Recors Management staff:



Assist customers to organise information effectively | SE10

Further information


This standard is applicable to people in management and practitioner roles with responsibility for helping customers to manage information effectively.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youpromotetheadvantagesofself–sufficiencyinorganisinginformation 2.Youkeepyourownknowledgeoninformationmanagementtechniquescurrentandshareyour

skillswithothers 3.Youidentifywithcustomersandthewaytheywork 4.Youcommunicatewithuserswithoutusingunnecessaryjargon.

Terminology






SF1 Develop strategy and policy for service provision

Area F - Facilitating access to and use of content and collections

Standard F1:

Develop strategy and policy for service provision


This standard is about developing strategy and policy for the provision of services that facilitate access toandexploitationofcontentandcollections.Theservicestrategywilldefinethetypesofservicestobeprovidedandtheirtargetcustomergroups,theprioritiesandthewayresourceswillbeallocatedtoreflectpriorities.Thestandardalsocoversthedefinitionandapplicationofpoliciesandprocedurestomanageaccess to services, e.g. customer registration, access rights and lending policies.

The standard

1 Determine the range of customers for which access to content and collections can be of value.

2 Determine the types of services required to meet customer and organisational needs.

3 Develop strategies for service provision that prioritise the services to be provided and thetypesofcustomers(markets)forwhichthese services will be provided.

4 Determine whether access restrictions are needed for any services and resources for which you are responsible.

5 Determinetheconfidentialityandsecurityof content and collections for which you are responsible.

6 Defineaccesspoliciesfortheservicesforwhich you are responsible.

KU1 Your organisation’s strategies and objectives.

KU2 The range of customers for which services and resources can be provided.

KU3 Good practice in the principles and practice of service provision.

KU4 The services provided by other comparable organisations and other relevant sectors.

KU5 Marketresearchtechniquestoenablecustomer needs to be established.

KU6 Contractual arrangements, which may affect users in terms of who can access certain materials and the types of use which can be made of them.

KU7 Yourorganisation’sconfidentialityandsecurity arrangements.




Develop strategy and policy for service provision | SF1

7 Secure support and approval for service strategy and access policies and restrictions.

8 Set up mechanisms for managing access restrictions and permissions; these may include customer registration, and identification,otheraccessprocesses,ordeveloping access management systems.

9. Set up mechanisms for providing services and content provision within the required levelsofconfidentiality.

10 Ensure that staff understand the reasons for any limiting of access and how to manage customers and requests for access sensitively.

11 Ensure that users are made aware of access restrictions, and the need and importance of them.

12 Review the effectiveness of access policies and procedures so that essential changes are made, e.g. the renegotiation of contracts for content.

13 Review the impact and effectiveness of the service provision strategy.

14 Workwithintherequiredregulatoryandlegalconstraints.

KU8 Relevant information regulation and legislationthatinfluencesaccesstocontentand collections.




SF1 | Develop strategy and policy for service provision

Further information


This standard is applicable to people in management and practitioner roles who develop strategy and policy on access to and use of content and collections. It is also relevant for those in other roles who contribute to the development and delivery of services relating to accessing and using information materials.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youarecommittedtodefiningtheoptimumrangeandtypeofservicestomeetorganisational

and customer needs 2. You balance the needs of your customers with the needs of the organisation in setting service

and access priorities 3. You are committed to providing services that deliver value to the customer 4. You are sensitive to the effect of access restrictions on customers 5.Youarevigilantforpotentialrisksconcerningaccesstoservicesandtotypesofinformation.

Terminology





SF2 Develop service delivery plans


Standard F2:

Develop service delivery plans


Thisstandardisaboutdesigninganddevelopingspecificserviceswithinthestrategyforserviceprovisionand access, and determining how these services will be delivered cost effectively. It is also concerned with scopinganddefiningtheservicesormixofservicesrequiredtomeettheneedsofspecificcustomergroupswith particular needs, e.g. services for students, researchers, business communities, children, disadvantaged groups, etc.

The standard

1 Develop and deliver clear and measurable service provision plans for each service area.

2 Identifythemarketsegments(specificcustomer groups) for which services may be relevant.

3 Workwithaspecificgroupofcustomerstodetermine the services they need.

4 Specify and design the service, using the expertise of colleagues and involving customers.

5 Assessthelikelycostbenefitoftheservice,including its anticipated value and impact and the cost of developing and sustaining the service.

6 Prioritise the need for a service.

KU1 Howtoidentifyspecificcustomergroupsforwhich services are relevant.

KU2 How to determine organisational needs and the needs of customer groups for services (customerneedsanalysis,marketresearch,andcommunityprofilingtechniques).

KU3 Userbehaviouranditsinfluenceonservicedesign.

KU4 The range of potential services that are relevant to the needs of your customers.

KU5 The tools and techniques that enable the provision of services.

KU6 How to assess the potential value and impact of a proposed service and to undertakeacostbenefitanalysis.




SF2 | Develop service delivery plans

7 Develop a plan for development and delivery of the service or cluster of services.

8 Develop a business case to secure approval to develop the service and to secure resources.

9 Ensure that the plan is executed to time and budget including testing the service.

10 Train those who will be involved in service delivery.

11 Capture experience with the service and monitor its use and effectiveness.

12 Report on the value of the service.

13 Review and enhance the service if appropriate.

KU7 Justifyingandmakingabusinesscaseforanew service.

KU8 Projectplanningandmanagementofaservice development.

KU9 How to assess the use and value of a service.




Develop service delivery plans | SF2

Further information


This standard is applicable to people in management and practitioner roles who contribute to the planning anddesignofservicesandwhowillberesponsibleforand/oractivelyengagedinservicedeliveryandthedefinitionofcustomerneeds.Itisalsoapplicable,inpart,topeopleinoperationalroleswhocancontributetoservice design from the perspective of delivering frontline services.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youidentifytrendsinservices,processesandsystemsandjudgetheirrelevanceandimportance

to your organisation and your services 2.Youactivelylookfornewandimprovedservicesthatwilldeliverrealvaluetoyourcustomers

andtospecificcommunities 3.Yourecognisetheimportanceoffosteringpartnershipswithspecificcommunitiesasessentialto

the design, development and delivery of effective services 4.Youseektounderstandthevariouscontextswhichdetermineyourcustomers’needsfor

services 5.Youwanttobringinnovativethinkingtoservicedesign.

Terminology



ThisstandardhaslinkswithStandardF9–Buildingyourorganisation’sunderstandingofitsmarketandcustomers in the NOS for Management and Leadership, developed by the Management Standards Centre. See www.management-standards.org



SF3 Promote resources and services


Standard F3:

Promote resources and services


This standard is about engaging with customers to promote resources and services in order to ensure that customersareawareoftheiraccessibility,valueandpotentialbenefit.Itappliestopromotionwithinanorganisation and its premises, and to the development of promotion and outreach activities that are delivered externallytocommunitygroupsand/orinexternalfacilities.

The standard

1 Identify the range of customer groups for whichspecificserviceshavepotentialbenefit.

2 Identifycurrentusersandnon-usersofyourorganisation’s services so that the reasons fornon-usecanbeascertained.

3 Developapromotionandmarketingstrategyand vision both for your services as a whole and/orforspecificservicesorcustomergroups.

4 Secure resources for service promotion andensurethatthenecessaryskillsareacquired.

5 Usetheskillsavailableinyourorganisationto support promotional activity.

6 Design,developanddeliverspecificpromotional activities, e.g. newsletters, promotional visits, displays and exhibitions, talksandworkshopsetc.

KU1 The principles and practices of promotional activity.

KU2 Howspecificservicesbenefittheirusers.

KU3 Themainfactorsthatinfluenceyourexistingcustomerstousespecificservices.

KU4 The range of techniques that can be applied to promotion.

KU5 Howtocarryoutspecificpromotionaltechniques eg: how to run a storytelling circle, set up an exhibition, produce a newsletter.

KU6 How legislation such as health and safety, copyright, intellectual property, and security requirements impact on promotional activities.

KU7 How to give balanced information to your customers on the role and value of your services.




Promote resources and services | SF3

7 Select and obtain, or design and produce promotional materials and items for displays and exhibitions.

8 Share information with colleagues on your experienceinpromotingservicesandseektheir advice and experience.

9 Use cross selling techniques to promote additional services to customers of other services that you provide.

10 Maintain accurate data on service use and trendsinserviceusebyspecificcustomergroups.

11 Assess the impact of promotional activity on service use.

12 Identifyspecificinstanceswhereuseofaservicehasproducedaspecificimpactso that examples are available to use in promotion.

13 Learn from promotional activity in order to improve practice.

KU8 Howtoencouragecustomerstoaskforinformation on additional services.


Knowledge and understandingInformation and Library Services, Archive Services and Records Management know and understand:


SF3 | Promote resources and services

Further information


This standard is applicable to people in management and practitioner and operational roles who have responsibility for the promotion of services and for promotional strategies.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You regard every interaction with the customer as an opportunity to promote the range of

services your organisation provides 2. You consider customer needs and your organisation’s reputation and brand in all aspects of

service delivery 3. You strive to ensure that services reach the widest relevant user base 4. You recognise that customers are individuals who will need different approaches to promotion 5.Youareinnovativeinthinkingofnewwaystopromoteyourorganisation’sservices 6. You promote services ethically and with accurate claims for their value.

Terminology



ThisstandardhaslinkswiththeNOSinMarketing,developedbytheMarketingandSalesStandardsSettingBody. See www.msssb.org/ for other relevant standards.


SF4 Educate customers to find and use information


Standard F4:

Educate customers to find and use information


Thisstandardisaboutengagingwithcustomerstodeveloptheirinformationliteracyskills.Itisrelevantifyouassistcustomerstofindinformationtheyneedforthemselves,dealwithrequestsforassistanceorcontributetocreatingguides,toolsandtraining/developmentevents.Italsoincludeshelpingcustomerstocriticallyappraisevarioustypesofinformation,tounderstanditssignificance,makeinferencesanddeductions,andevaluateitsreliabilityfordecisionmaking.

The standard

1 Identify the training needs of your users and your organisation.

2 Prioritise the need for training on information skillsagainsttheavailableresources.

3 Support and advise individuals on their training needs and how to obtain training.

4 Plan, design and deliver induction programmes relevant to the resources and services of your organisation.

5 Developguidesandfindingaidstohelpcustomers locate information or content.

6 Plan, design and deliver training and support forcustomerstoenablethemtomakeuseofguidesandfindingaidstothecollections.

KU1 Currentthinkingonusereducationandtraining.

KU2 The principles and practices of information literacy.

KU3 The organisation’s information resources, their content and how to use them and the available tools.

KU4 Howtousetherelevantguidesandfindingaids to the collections.

KU5 How to use the available technology to help customersfindtheinformationtheyneed.

KU6 The range of techniques that can be employed to support learning.

KU7 Theories and principles of effective communication.

KU8 Waystostructureandpresentinformationand ideas clearly and effectively to learners.




SF4 | Educate customers to find and use information

7 Plan, design and deliver training and support for customers to enable them to understand the range of internal and external resources available to them, how to identify, evaluate, appraise and use the information they require, and how to share information appropriately.

8 Plan and deliver training and support for customers to enable them to use technical toolstofindinformation.

9 Provide help to customers who experience difficultyinusingtechnicaltools.

10 Plan,designanddeliverone-to-onetrainingand coaching.

11 Evaluate the effectiveness of training programmes for planning their further development.

KU9 Howtodesigntrainingandskillstransferevents to meet user needs.

KU10 Howtodesigne-trainingandsupport.

KU11 How to assess the effectiveness of training.

KU12 How to help customers evaluate information quality and reliability.




Educate customers to find and use information | SF4

Further information


This standard is for practitioners and operational staff who are involved in developing customers’ information literacyskills.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youadvocatetheadvantagesofdevelopingeffectiveinformationskillsandseektoshareyour

informationskillswithothers 2. You listen carefully to customers to identify their needs for support and guidance. 3.Youaresensitivetocustomersandthewaytheywork 4.Yourecognisetheimportanceofcommunicatingwithaminimumofjargon. 5.Youlookforopportunitiesforeducationandtrainingprogrammes 6.Yourecognisetheriskofusingthewronginformationormisusinginformation.

Terminology



ThisstandardlinkswiththeProfessionalStandardsforTeachers,TutorsandTrainersintheLifelongLearning Sector and NOS in Learning Support, developed by LLUK. See www.lluk.orgForthoseworkinginaschoolenvironment,seealsotheTrainingandDevelopmentAgencyforSchools’standards at www.tda.gov.uk



SF5 Provide lending services


Standard F5:

Provide lending services


This standard is about managing and providing the lending process, including document supply and delivery services, and the systems employed to meet the needs of customers for loan materials, ensure the item’s safe eventual return to the lending organisation.

The standard

1 Identify the loans requirements of customer groups.

2 Determine loans policies and strategies in line with organisational policy to meet customer needs for loans services.

3 Definetheroleofinterlendinganddocumentsupply and access services within the loans strategy.

4 Winandmanageresourcestoenabletheimplementation of loan strategies and processes.

5 Develop contractual arrangements for document supply and interlending.

6 Provideaneffectiveandcost-efficientloans and document supply service to meet customer needs using local resources or interlending or document supply services as appropriate.

KU1 Developments in lending, loans management systems, document delivery and access services, tools and technologies that are relevant to the management and operation of a loans service.

KU2 Thelegalandregulatoryframeworkwhichinfluencesthelendingofmaterials.

KU3 Whyusersrequirematerialsonloan.

KU4 Characteristics of materials that determine their suitability for loan and the reasons for constraints on lending.

KU5 Criteria for lending material and the alternatives available.

KU6 The factors and access controls that may affect customers being able to borrow material.

KU7 How to manage potentially rare or delicate objectsintransit.




Provide lending services | SF5

7 Ascertain requirements for loaned material accurately.

8 Issue loan material and process details of its return.

9 Manageinter-organisationalloanssupplyand return.

10 Arrange for the safe transit of material loaned to or borrowed from another organisation, including insurance cover.

11 Manage a document supply service.

12 Maintain records of loans and loan operations.

13 Recover loaned material.

14 Ensure compliance with legal and regulatory constraints.




SF5 | Provide lending services

Further information


This standard is applicable to people in practitioner and operational roles who will are involved in the provision of lending services from library, archive and records (i.e. documents) collections. It is also applicable to those people involved in providing interlending services and those providing document supply services.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Youstrivetoprovideanefficientandcost-effectiveloansserviceinlinewithyourorganisation’s

objectives 2. You strive to provide the customers with the best advice on how to obtain the material they need 3. You strive to prevent the loss or damage of loaned materials 4. You value good relationships with interlending partners and document supply services 5.Youproactivelyseektoidentifydevelopmentsrequiredinlendingprocessestoimprovetheir

effectiveness.

Terminology



ThisstandardhaslinkswiththeNOSforCustomerService,developedbytheInstituteforCustomerService.See www.instituteofcustomerservice.com for other relevant standards.


SF6 Provide enquiry and search services


Standard F6:

Provide enquiry and search services


This standard is about the provision of services that provide answers to initial enquiries for information from customers. Questions may be received via a variety of means. Answering initial enquiries does not require detailedresearch.Answersmaybedrawnfromtheknowledgeofthepersondealingwithenquiriesorrequireconsulting another information resource.

The standard

1 Determine the needs for enquiry and search services.

2 Establish the scope of the enquiry and search service in terms of the type of enquiries to be dealt with and the customer groups to be supported.

3 Determine the boundaries between providing an enquiry and search service and encouragingself-help.

4 Plan and manage the enquiry and search service.

5 Secure resources to deliver the service from within or outside the organisation.

6 Develop the process for dealing with requests.

KU1 Organisational and customer needs for enquiry and search services.

KU2 Developments in enquiry handling techniques and practices.

KU3 Howtofindoutwhatacustomerreallyrequires.

KU4 Trends in the provision of enquiry and research services including outsourcing.

KU5 How enquiry and research services complement other services provided by yourorganisationandwhereself-helpisexpected.

KU6 The standard of services expected.

KU7 Services and systems relevant to the enquiry service that provided by your organisation.




SF6 | Provide enquiry and search services

7 Identify, evaluate, select and provide access to the electronic and print resources needed to meet customer needs for enquiry and search services.

8 Ensure that staff involved in the provision oftheservicearesufficientlyskilledandknowledgeableaboutsourcestoprovideaccurate and swift replies.

9 Dealwithrequests,takingcaretoascertainthe exact nature of an enquiry or reference request and why the information is needed so that replies are accurate and timely.

10 Direct an enquiry to the most appropriate person.

11 Answer enquiries using the appropriate sources, services, searching mechanisms andtoolstomeetthespecifiedneed.

12 Provide the enquiry response in the right format for the customer.

13 Deal with the enquiry within the time and budget restraints of the customer.

14 Identify and evaluate new sources for their usefulness in answering enquiries.

15 Develop your expertise in enquiry handling by learning from colleagues and sharing your experience.

16 Maintain records of enquiries and searches.

17 Monitorfeedback,useandusagetrendstoplan for service development.

KU8 How to evaluate a source for relevance and usefulness.

KU9 Theinfluenceofcultural,languageandbehavioural differences on how customers.




Provide enquiry and search services| SF6

18 Monitor enquiry practices, ensure good practiceisidentifiedandsharedandthatenquiry teams strive to improve their expertise.



Further information


This standard is applicable to people in management, practitioner and operational roles who manage an enquiry service or deal with enquiries.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You recognise the value of enquiry and search services to customers and to your organisation 2. You strive to understand customer needs for enquiry and search services, generally and

specifically 3. You strive to provide responsive and accurate answers 4.Yourecognisetheneedtobalanceansweringenquirieswithsupportingthecustomertofindthe

information they need for themselves.

Terminology



ThisstandardhaslinkswiththeNOSforCustomerService,developedbytheInstituteforCustomerService.See www.instituteofcustomerservice.com for other relevant standards.



SF7 Provide research and analysis services


Standard F7:

Provide research and analysis services


Thisstandardcoverstheprovisionofvalue-addedservicesthatrequirein-depthinformationresearch,including synthesis, consolidation, analysis, evaluation and interpretation, and the presentation of results. Services may be provided to colleagues within an organisation or to external customers. The information researchmayrequiretheuseorarangeofsources.Thisstandarddoesnotcoverundertakingprimarymarketresearch,otherthanthatdirectlyundertakenfororganisationalplanning.

The standard

1 Identify the needs of your organisation and your customers for a research service.

2 Definethescopeoftheresearchservicesneeded.

3 Develop and obtain support for the strategy, priorities, operation and organisation of the research service and the required resources.

4 Develop processes for managing the research service.

5 Ensure that the electronic and physical resources required are selected, evaluated and accessible.

6 Implement and manage the research service.

7 Ensure that staff involved in the research servicearesufficientlyskilledtodoso.

8 Monitor usage trends to plan for service development.

KU1 Thecontextinwhichin-depthdeskresearchtakesplacewithinyourorganisation.

KU2 Currentbestpracticeindeskresearchtechniques and the tools and sources available to your organisation.

KU3 The value of data mining and text analysis for analysing search results.

KU4 Trendsintheprovisionofdeskresearchservices including outsourcing.

KU5 Howorganisationsusedeskresearch,e.g.for business and competitor intelligence.

KU6 Howdeskresearchservicescomplementsother services provided by your organisation and when customers are expected to do theirowndeskresearch.

KU7 The standard of service expected.




Provide research and analysis services | SF7

9 Evaluate the value of the research service to the organisation.

10 Establish relationships with customer and potential customers in order to understand their needs for research and to promote the valueofdeskresearch.

11 Takeanddeveloparesearchbriefwithacustomer so that you are both clear on the information required, how it will be used and how it needs to be presented.

12 Identify the appropriate sources, systems and tools to use.

13 Establish appropriate search strategies to retrieve information from the required range of text (structured and unstructured) and data resources.

14 Undertaketheresearchandobtaintheinformation needed.

15 Evaluate the information retrieved for relevance.

16 Synthesise, organise, analyse, and assess information to meet the research brief.

17 Use tools for data and text mining and visualisation to support the analysis of informationlocatedthroughdeskresearch.

18 Develop and deliver the research output for use by the customer.

19 Maintain records of sources, search techniques and strategies together with the results or your research in.

20 Follow-uptheenquirytoascertainrelevance,valueandtheneedforfollow-upwork.

21 Trackandevaluatenewsourceofinformationrelevanttoyourfieldofresearchexpertise.

KU8 Subjectexpertise,togetherwithsourcesandtoolsinyourfieldofresearch.

KU9 How to evaluate a source for relevance, quality and usefulness.

KU10 Howtotakeandclarifyaresearchbrief.

KU11 Deskresearchtechniques.

KU12 Conditions and legal requirements that may applytotheuseoftheinformationyoufind–inparticularcopyright,dataprotectionandconfidentiality.

KU13 How to manage the research process methodically so that sources can be cited andworkrepeatedifandwhenneeded.




Further information


Thisstandardisapplicabletopeopleinpractitionerrolesresponsibledealingwithin-depthenquiriesrequiringdeskresearchusinginternalorexternalresources.Itmaybeapplicabletosomeoperationalroleswherestaffhavein-depthsubjectknowledge.Itisalsoapplicabletothoseinmanagementroleswithresponsibilitiesfordeskresearchservices.Thestandardisrelevanttothoseworkingininformationbrokerageservices.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1.Yourecognisetheimportanceofrelevant,highqualityinformationindecisionmaking 2. You strive to identify opportunities for research services to contribute to the success of your

organisation and your customers 3.Youstrivetoprovideaccurate,evidenced,well-structuredandcost-effectiveresponsestoa

research request 4.Youjudgetheefforttobedirectedtoaspecificresearchrequestintermsoftheusetowhichthe

information will be put and the breadth and depth required.

Terminology



ThisstandardhaslinkswiththeNOSforHealthInformatics:HI10-Capture,organiseanddisseminateinformationandknowledge,HI11-Appraiseinformationandknowledgeresources,HI15-Analysedataandinformationandpresentoutputsofanalysis,HI19-Criticallyappraiseclinicalinformationandevidence,developedbySkillsforHealth.Seewww.skillsforhealth.org.uk

A number of other NOS suites have standards relating to research, gathering and evaluating information. A search of www.ukstandards.org.uk will identify these.

22 Shareyourexpertiseandknow-howacquired doing research with your colleagues.




SF8 Provide alerting services


Standard F8:

Provide alerting services


Thisstandardisabouttheprovisionofservicesthatenablecustomerstokeepabreastofdevelopmentsintheirsubjectfield,orotherareaofinterest.Alertingservicesprovidetargetedinformationatregularintervalstoindividualcustomersortogroups.Theymaybeautomatedorbespokeservicesthatinvolvetheselectionof relevant information, summarising the material found, and highlighting information of particular importance.

The standard

1 Identify the needs of your organisation and your customers for alerting services.

2 Consider the options for providing alerting services.

3 Determine the strategy, scope and priorities for the alerting services required and obtain organisational support for their development together with the required resources.

4 Investigate, exploit and monitor developments in electronic resources and tools that can be used to deliver alerting services.

5 Plan the introduction and ongoing operation of the alerting services.

6 Ensure that the electronic and physical content resources required to produce specificalertingservicesareselected,evaluated and accessible.

KU1 The principles and practices for alerting services.

KU2 The potential for alerting services for your organisation.

KU3 The current alerting services and tools that are relevant to your organisation’s needs.

KU4 Trends in the provision of alerting services.

KU5 How other organisations use alerting services to deliver value.

KU6 How alerting services complement other services provided by your organisation and when customers are expected to provide their own alerting.

KU7 The type of alerting services already operational in your organisation.

KU8 Howtotakeandclarifyanalertingbrief.




SF8 | Provide alerting services

7 Ensure that staff involved in providing alertingserviceshavetheskillstoidentifythe needs of customer groups, develop, deliver and sustain relevant services and adapt these as the requirements of their customers change.

8 Design, implement and manage alerting services.

9 Review and evaluate the use, value and impact of alerting services to your organisation and to your customers.

10 Determine whether customers require assistancetoundertaketheirownalerting,a commercial service, or an internally produced service.

11 Identify the appropriate sources, systems and tools to use in providing the service.

12 Evaluate the information retrieved for relevance, if required, and communicate it in a style and format that aids absorption of information and recognition of new information of importance.

13 Store details of the sources used and the alerting output if needed according to organisational procedures.

14 Trackandevaluatenewsourcesofinformationrelevanttothesubjectforwhichalerting services are being produced.

KU9 Thesubjectmatterandsourcesrelevanttothe alerting need.

KU10 How to evaluate alerts for relevance to the customer’s requirements, and adapt the search accordingly.

KU11 How to manage the alerting process methodically so that sources can be cited andworkrepeatedifandwhenneeded.

KU12 Conditions and legal requirements that may applytotheuseoftheinformationyoufindparticular copyright, data protection and confidentiality.




Provide alerting services | SF8

Further information


This standard is relevant to people in practitioner and operational roles who are involved with the delivery of alerting services. It is also applicable to those in management roles with responsibilities for alerting services.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You explore the potential opportunities for alerting services to deliver value to customers and the

organisation 2.Youbalancetheuseofin-houseresourceswiththeuseofcommercialservices 3.Youlookfornewapproachesandtoolsforprovidingalertingservices 4.Youjudgethedepthandbreadthrequiredofaservicetomeetaparticularcustomerneed 5. You target alerting services to areas of most importance 6. You strive to produce relevant and accurate alerting services.

Terminology



ThisstandardlinkswithStandardHI10-Capture,organiseanddisseminateinformationintheNOSforHealthInformatics,developedbySkillsforHealth.Seewww.skillsforhealth.org.uk

ThisstandardalsohaslinkswiththeNOSforCustomerService,developedbytheInstituteforCustomerService. See www.instituteofcustomerservice.com for other relevant standards.



SF9 Commission content or research


Standard F9:

Commission content or research


This standard is about identifying gaps in content and collections, and the commissioning of internal or externalcontenttofillthosegaps.

The standard

1 Maintainaworkingknowledgeofthespecificinformation required by your customers, both internal and external content.

2 Assess whether the organisation has the internal and external content required.

3 Research external sources of content for sources that will meet the customer’s need.

4 Identifycontentgapsthatcannotbefilledfrom existing sources externally and internally.

5 Determine the priority for commissioning the development of new content considering its likelycostandthepracticalityofcreatingit.

6 Seekthesupportofstakeholdersforthecommissioning of new content.

7 Developandconfirmthecontentbrief,including the required format and medium of delivery, with the customers for the content.

KU1 Organisationalobjectivesandprocesses.

KU2 The information currently being produced in your organisation and the external information available to it.

KU3 Research techniques for obtaining information on customer needs for internal and external content, and assessing gaps where content is not available either externallyorinternallytomeetaspecificneed.

KU4 How to specify a content brief accurately and effectively.

KU5 How to determine whether a content gap canbefilledthroughinternalresourcesor through repurposing content already available.

KU6 How to develop a business case for the commissioning of external content or negotiatingforthecontentgaptobefilledusing internal resources.




Commission content or research | SF9

8 Identify and select suppliers and negotiate contracts for content creation including standards for quality and delivery.

9 Manage the contract and receive and assess the deliverables with the customers who will use the content.

10 Developfinancialplansandbudgetsforcommissioned content.

KU7 Theprinciplesofcost-benefitanalysis.

KU8 How to identify and assess suppliers who candevelopcontenttomeettheidentifiedgap.

KU9 Procurement practice and processes in your organisation, including procedures for supplier evaluation and selection, contract negotiation and assessing the delivered product.

KU10 Contract and copyright law.




SF9 | Commission content or research

Further information


This standard is appropriate for people in management and practitioner roles whose who identify gaps in content for which commissioning new content represents the best way to meet the required need.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You are committed to developing and maintaining a current analysis of content needs. 2.Youdevelopyourskillsandexpertiseintechniquesforunderstandingcustomerneedsincluding

marketresearch 3. You develop systems and processes to gather and manage information on content needs

effectively,efficientlyandethically 4.Youcultivateandbuildtheworkingrelationshipsthatenableyoutounderstandcustomerand

organisational needs 5. You are up to date in the internal content being developed by the organisation and its ability to

fulfilspecificcustomerneeds 6.Youhavecurrentworkingknowledgeofcontentavailableexternallyanditsabilitytofulfilspecific

customer needs 7. You are committed to identifying critical content gaps 8. You listen to the needs of customers 9.Youanalyseandstructureinformationoncontentneedssothatitcanbesharedwithothers.

Terminology



ThisstandardalsohaslinkswiththeNOSforCustomerService,developedbytheInstituteforCustomerService. See www.instituteofcustomerservice.com for other relevant standards.


SF10 Present information in appropriate formats for customers


Standard F10:

Present information in appropriate formats for customers


Thisstandardisaboutpresentinginformationinappropriateformatsfordifferentaudiences.Whendealingwith different customer groups it may be necessary to present the same or similar information and resources in different ways for each type of audience to ensure its impact and usability. The output from enquiry, research and alerting services should be presented in ways that facilitate the customer dealing with and absorbing the information.

. The standard

1 Identify the way content needs to be organised and presented for the needs of thespecificcustomer.

2 Select a presentation method appropriate to the content and to the audience.

3 Follow the design principles and standards of your organisation.

4 Design an appropriate format if none exists and gain approval if necessary.

5 Present the output from searches, research and alerting services so that any assumptions made are clear and that the sources are cited accurately.

6 Use appropriate tools to analyse and present information.

7 Takeinformationfromarangeofresourcesandre-packageforspecificpurposes.

KU1 The structure and characteristics of informationanddataandhowthisinfluencespresentation of results.

KU2 The value of good design and presentation.

KU3 The principles of information design and presentation.

KU4 Theinfluenceofdifferentaudiencesontheway information needs to be presented.

KU5 How to present information clearly and unambiguously and with the necessary context.

KU6 How to use IT tools to support information presentation and design.

KU7 Your organisation’s standards and formats for information presentation.




SF10 | Present information in appropriate formats for customers

8 Assess the impact of the presentation format used on the customer.



Further information


This standard is applicable to people in practitioner and operational roles providing content based services to arangeofcustomergroups.Itisalsorelevanttothoseinmanagementroleswithresponsibilitiesfordefiningstandards for the design and presentation of information.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You strive to present information in an appropriate format 2.Yourecognisetheinfluenceofculture,age,language,workcontextonthepresentationof

information 3.Youseeknewwaystore-usecontentandresources.

Terminology



ThisstandardhaslinkswiththeNOSforHealthInformatics:HI5-Analysedataandinformationandpresentoutputsofanalysis,developedbySkillsforHealth.Seewww.skillsforhealth.org.uk


SG1 Develop and implement your organisation’s strategy for facilitating lifelong learning

Area G – Facilitating lifelong learning

Standard G1:

Develop and implement your organisation’s strategy for facilitating lifelong learning


Organisations in the information services sector differ in the priority they accord to facilitating lifelong learning.Thisstandardisrelevantifyourorganisationidentifiesthatithasaroleinsupportingcustomerswho are pursuing formal or informal learning opportunities. In a management role you will be responsible for developing, or contributing to the development of, your organisation’s strategy and plan for facilitating lifelong learning, for allocating and managing resources and for evaluating the effectiveness of your organisation in facilitating lifelong learning.

. The standard

1 Agree a vision for lifelong learning that is aligned with the overall vision for your organisation.

2 Identify the most appropriate strategy for achieving your organisation’s vision for lifelong learning.

3 Provide appropriate opportunities forstakeholderstocontributetothedevelopment of your organisation’s vision and strategy for facilitating lifelong learning.

4 Developspecific,measurableandtime-boundobjectivesforyourorganisation’sstrategy relating to lifelong learning.

5 Specifytheactivitytobeundertakeninachievingyourorganisation’sobjectivesrelating to lifelong learning.

KU1 Your organisation’s overall vision and strategic plan.

KU2 Therangeofdifferentstakeholdersinvolvedin your organisation and how to encourage their active participation and commitment.

KU3 Currentthinkingonlifelonglearningandtheskillsagenda.

KU4 National policies, strategies and funding priorities relating to lifelong learning.

KU5 How the facilitation of lifelong learning relates to the implementation of equal opportunities, inclusivity and widening participation.

KU6 Howtodevelopspecific,time-boundandmeasurableobjectives.




SG1 | Develop and implement your organisation’s strategy for facilitating lifelong learning

6 Identify accurately the resources required toachieveyourorganisation’sobjectivesrelating to lifelong learning.

7 Provide appropriate support and guidance tothosedevelopingspecificanddetailedimplementation plans.

8 Ensure that plans contain systems for monitoring progress and criteria for evaluating the effectiveness of the strategy relating to lifelong learning.

9 Use appropriate media and techniques to communicate your organisation’s vision, strategyandobjectivesforlifelonglearningtodifferentstakeholders.

10 Evaluate the effectiveness of your organisation’s strategy relating to lifelong learning against agreed criteria, identifying clearly those areas where the strategy is ineffective and the reasons for this.

11 Involverelevantstakeholdersinreviewingyour organisation’s vision and strategy forlifelonglearningandacknowledgethecontributions of those involved.

12 Makenecessarychangestoyourorganisation’s strategy in order to achieve the vision relating to lifelong learning and communicate these changes to stakeholders.

KU7 How to identify appropriate resources.

KU8 How to use appropriate media and techniques to effectively communicate vision andstrategytostakeholdersandthewideraudience.

KU9 The importance of providing support and guidance to those developing and implementing plans, and how to do this.

KU10 How to develop criteria for evaluating the effectiveness of strategies and systems for monitoring progress against plans.




Develop and implement your organisation’s strategy for facilitating lifelong learning | SG1

Further information


This standard is applicable to people in management and practitioner roles who lead or contribute to the development of vision and strategy for their organisation.

Behaviours

In addition to the core values and behaviour, these behaviours underpin effective performance: 1. You demonstrate a personal commitment to and enthusiasm for lifelong learning 2. You create a sense of common purpose 3.Youcommunicateeffectively,appropriatelyandconsistentlywithstakeholdersandthewider

audience 4.Youshowsensitivitytostakeholders’needsandinterests,andmanagetheseeffectively 5. You value the contribution of others in contributing to the development of vision and strategy.

Terminology



ThisstandardrelatestoothersinAreaA–PlanninganddevelopingservicesandAreaH–Workingwithpeople to deliver services of this set of NOS.



SG2 Provide support to individuals or groups of learners


Standard G2:

Provide support to individuals or groups of learners

What this standard is about This standard is about planning and assessing for learning support.

Values Learning support practitioners in the lifelong learning sector value:

All learners, their progress and development, their potential, their learning goals and aspirations, and • the experience they bring to learningLearning,itspotentialtobenefitindividuals(emotionally,intellectually,sociallyandeconomically)and•

its contribution to the wider communityLearners’independenceandself-determination•Equality,diversityandinclusioninrelationtolearners,theworkforce,andthecommunity•Constructiveworkingrelationshipswithcolleagues,groupsand/ororganisationstopromotethe •

progress and development of learnersImprovingthequalityoftheirpracticethroughreflection,evaluationoftheirownpracticeand •

continuing professional development.

The standard

1 Provide high quality learning support that enableslearnerstoachieveidentifiedgoals.

2 Engage learners in activities that advance learning for individuals and groups.

3 Develop and maintain effective relationships with learners that promote learning.

4 Communicate effectively with learners.

KU1 The importance of having high expectations of learners.

KU2 Thecontributionlearningsupportcanmaketo learners’ achievement.

KU3 The nature, extent and boundaries of learning supportrole/s.

KU4 Theaims,objectives,contentandapproaches of the learning programme.

KU5 Howindividuallearningobjectivesareagreed with the learner.




Provide support to individuals or groups of learners | SG2

5 Use,adaptand/ordevelopresourcesthatsupport learners’ needs.

6 Provide support that builds on learners’ experience, learning preferences and levels of independence and encourages learners to workindependently.

7 Workwithcolleagueswithappropriateexpertise to identify and address the language, literacy, numeracy and ICT needs of learners.

8 Support learner progression.

9 Provide learning support in a purposeful learning environment where learners feel safe,secure,confidentandvalued.

10 Promote, maintain and model behaviour that demonstrates respect for others.

11 Enablelearnerstomanage,reflectonandmakedecisionsabouttheirlearning.

12 Collaborate with and respect the contribution of colleagues and others.

13 Communicate relevant information about learners to others with a legitimate interest.

14 Maintain accurate records relating to learning support.

15 Provide learning support that conforms to organisational and legal requirements.

16 Contribute, and encourage learners to contribute, to review of learning programme and of organisation.

KU6 Waysinwhichlearningactivitiescanmeetlearner needs.

KU7 Waysofmotivatingandengaginglearnersthatpromotelearnerconfidence.

KU8 Flexible and varied approaches to learning

KU9 Waysofworkingwithindividuals.

KU10 Waysofworkingwithgroups.

KU11 The importance of mutual respect.

KU12 Theroleofadvocacyandself-advocacyinthe achievement of learner goals.

KU13 Theboundariesoftheteacher/learnerrelationship, including ethical and professional considerations.

KU14 Waystostructureandpresentinformationand ideas clearly and effectively to support learning.

KU15 Thecontributionthatresourcescanmaketothe learners’ achievement.

KU16 Waystoencouragelearnerstomanageanduse resources independently.

KU17 How to use new and emergent technologies to meet the needs of individual learners.

KU18 Individual learners’ learning and support needs.

KU19 Waysinwhichlearningactivitiescanpromote learner independence.

KU20 The different ways in which language, literacy,numeracyandICTskillsareintegralto learners’ achievement.

KU21 Waysinwhichlearningpromotesthewellbeing of individuals and communities.

KU22 Progression opportunities and routes for learners.




SG2 | Provide support to individuals or groups of learners

17 Evaluate and improve the effectiveness of own practice, identify own professional developmentandtrainingneeds,andtakesteps to address these.

KU23 The routes available to the learner to access guidance and support for progression.

KU24 The contribution a learning environment can maketolearners’successandachievement.

KU25 Waysofpromotingalearningenvironmentthat is inclusive and that complies with safe practice.

KE26 Waystosupportlearnersconsistentlyandas individuals.

KU27 Waystoencouragebehaviourthatpromotesrespect for and between others.

KU28 Waystoidentifyandrespondtodiscriminatory behaviour in order to promote and maintain an inclusive environment for learning

KU29 Waystohelpthelearnertounderstandandtakeresponsibilityfortheirownlearning.

KU30 Roles and responsibilities of colleagues and others.

KU31 Theimportanceofeffectiveteamworking.

KU32 Whentoseekadvicefromcolleaguesandothers.

KU33 Theneedforconfidentiality,respectandtrust in communicating with others about learners.

KU34 Legalrequirementsrelatingtoconfidentialityand disclosure.

KU35 Organisational systems and processes for record-keeping.

KU36 Relevant legal requirements and codes of practice.

KU37 The needs and rights of young people and vulnerable adults.

KU38 Own role in the organisation’s planning and review processes.




Provide support to individuals or groups of learners | SG2

Further information


Thisstandardappliestolearningsupportpractitionersinagenericoraspecialistrolewhoareworkingunderthe direction of the person leading the learning who:

1.providelearningsupportforindividualand/orgroups2.workwithotherstoprovidelearningsupport3.promotelearnerindependenceandself-determination4. promote inclusion and participation5. improve own practice and that of the organisation.

Behaviours

Therearenospecificbehavioursassociatedwithstandardotherthanwithintheperformancecriteria.

Terminology




KU39 Waysinwhichlearnerscancontributetoplanning and review.

KU40 Waystoidentify,reflectonandevaluatetheimpact of own practice on the learning of individuals.

KU41 Waystodevelopandimproveownpractice.

KU42 EnsureownpersonalskillsinEnglishand/orWelsh,mathematicsandICTareappropriate for the effective support of learners.





SG3 Provide learners with support to use ILT


Standard G3:

Provide learners with support to use ILT


StaffneedtoensurelearnerscandeveloptheirskillsinusingILTandprovidegoingsupport.


SG3.1 Provide learners with support to use ILT: help learners continuously develop their use of ILT


Standard G3.1:

Provide learners with support to use ILT: help learners continuously develop their use of ILT


Services need to be responsive to the world outside. This standard is about understanding the broader environmentinwhichyourorganisationworks,andtheexternaldriversthatinfluenceitsobjectivesandstrategies. It includes monitoring developments and tends in the delivery of services that may impact on future service development.

The standard

1 Establishtheknowledgeandskillslearnersrequire to use ILT.

2 Accurately identify learners’ current levels of knowledgeandskillsandwhattheyneedtolearn in order to use ILT effectively.

3 Useappropriate,effectiveandefficientstrategies and techniques to help learners developtheknowledgeandskillstheyneedto use ILT.

4 Provide learners with practical opportunities toapplytheirknowledgeandskillsinusingILT.

Generic knowledge

KU1 The organisation’s ILT policies.

KU2 How to select appropriate teaching methods for ILT on the basis of learning theory.

KU3 Waysoflearningandlearningstrategiesappropriate to the use of ILT.

KU4 Howtoassesslearners’levelsofknowledge,skillsandperformanceinILT.

KU5 The range of tools and techniques that can be used to identify learners’ ILT needs.




SG3.1 | Understand the external environment

KU6 How to assess the extent to which learning objectiveshavebeenachievedthroughILT.

KU7 How ILT can be used to assist implementation of equal opportunities, inclusivity and widening participation policy and practice.

Critical understanding and essential knowledge of

KU8 The range of current ILT available and emerging trends.

KU9 How to use the range of ILT.

KU10 The range of practical opportunities available forlearnerstoapplytheirknowledgeandskillsinusingILT,andhowtoprovidethem.

KU11 The range of appropriate strategies and techniques to help learners develop the knowledgeandskillstheyneedtouseILT.




SG3.2Provide learners with support to use ILT: support learners to enhance their performance using ILT


Standard G3.2:

Provide learners with support to use ILT: support learners to enhance their performance using ILT

The standard

1 Promote the principle of learners continuously enhancing their performance in using ILT.

2 Encouragelearnerstotakeasystematicapproach to continuing personal and professional development through ILT.

3 Use appropriate tools and techniques to identify learners’ emerging needs to enhance their performance in using ILT.

4 Encourage learners to access appropriate resources and support to enhance their performance in using ILT.

Generic knowledge

Asknowledgeandunderstanding KU1 to KU7 in standard G3.1 Provide learners with support to use ILT: help learners continuously develop their use of ILT


KU1 The importance of continuously developing performance in using ILT.

KU2 Τheresourcesandsupportlearnersneedtoenhance their performance in using ILT.

KU3 The range of enabling technologies available to meet diverse learning needs.




Further information


StaffcarryingoutthisfunctionassiststudentstomakebestuseofILTasdistinctfromprovidingICTinstruction.

Behaviours


Terminology





SG4 Develop and adapt ILT materials to support learning


Standard G4:

Develop and adapt ILT materials to support learning


Staff who carry out this function may be developing ILT materials for themselves or may be collaborating withsubject,authoringanddesignspecialists.TheyneedtoestablishtherequirementsforILTmaterialsintermsofcontent,learningobjectivesandlearningstrategies.Theyneedtodevelopandagreethetechnicalspecificationsforthematerials.TheythenneedtodesignanddevelopprototypeILTmaterialsinlinewiththespecifications,testthematerialswitharepresentativegroupofusersanddeliverthemtothecommissionersas appropriate.



SG4.1 Develop and adapt ILT materials to support learning: plan and structure ILT materials development


Standard G4.1:

Develop and adapt ILT materials to support learning: plan and structure ILT materials development

The standard

1 Identify the learning outcomes for the ILT materials by use of appropriate targets for learning and individual learners’ achievements.

2 Structure ILT learning materials to foster learners’ curiosity, creativity and ability to workontheirown.

3 Match interactions with ILT learning materials to the abilities and learning styles of wide range of learners, including those who are hearing or sight impaired.

4 Identify interactions with ILT learning materials which allow groups and individuals to learn through experience, including opportunities to demonstrate and practice skills.

5 Identify interactions with ILT learning materials which provide opportunities forlearnerstoreinforceknowledgeandunderstanding.

Generic knowledge

KU1 how to draft clear, concise and comprehensivespecifications.

KU2 Theimportanceofcheckingwithcommissionersthatspecificationsfullymeettheir requirements, and how to do so.

KU3 The importance of obtaining acceptance by commissionersoffinishedmaterials,andhow to do so.

KU4 Therangeofsubject,learninganddesignspecialists with whom the member of staff must collaborate.


KU5 Relevant syllabi and outline programme content.

KU6 Required learning outcomes.

KU7 Methods of engaging learners’ interest and fostering creativity.

KU8 How to provide for learners of different abilities and preferred learning styles.




Develop and adapt ILT materials to support learning: plan and structure ILT materials development | SG4.1

KU9 Howtoreinforceknowledgeandunderstanding.





SG4.2Develop and adapt ILT materials to support learning: develop design specifications for ILT materials


Standard G4.2:

Develop and adapt ILT materials to support learning: develop design specifications for ILT materials

The standard

1 Draft clear, concise and comprehensive specificationsforILTmaterialsincollaborationwithrelevantsubject,authoringand design specialists.

2 Establish the characteristics of the learning environment in which the ILT materials will be used.

3 Establish the technical requirements and authoring tools to be used.

4 Establish documentation standards and requirementscheckthatthespecificationsare capable of delivering the agreed learning objectives.

Generic knowledge

Asknowledgeandunderstanding KU1 to KU4 in standard G4.1 Develop and adapt ILT materials to support learning: plan and structure ILT materials development


KU1 The ways in which the characteristics of the learning environment may impact on the design of ILT materials.

KU2 The range of authoring tools and methodologies that may be used, and how to select appropriate ones.

KU3 Likelydocumentationrequirementsandhowto establish these.

KU4 Theimportanceofcheckingthatthespecificationsarecapableofdeliveringtheagreedlearningobjectives,andhowtodoso.




SG4.3 Develop and adapt ILT materials to support learning: design ILT materials to specifications


Standard G4.3:

Develop and adapt ILT materials to support learning: design ILT materials to specifications

The standard

1 Acquire authoring tools to meet specifications.

2 Design, develop and test prototype user interfaces to ensure they meet user requirements.

3 Drafton-screentext,helpinstructions,user manuals and technical documentation accordingtospecifications.

4 Enter or import content to the software platforms and test that it functions correctly.

5 Ensure that ILT materials are tested for suitability with a representative sample of learners.

6 Modifymaterialsaccordingtofeedbackfromtesting.

7 DeliverfinishedILTmaterialstocommissioners and obtain their acceptance.

8 Review the design and development process and identify ways in which the process could be improved in the future.

Generic knowledge



KU1 How to acquire, adapt and develop software platformstomeetspecifications.

KU2 How to design, develop and test prototype user interfaces to ensure they meet user requirements.

KU3 Howtodrafton-screentext,helpinstructions, user manuals and technical documentationaccordingtospecifications.

KU4 How to enter or import content to the software platforms and test functionality.




SG4.3 | Develop and adapt ILT materials to support learning: design ILT materials to specifications

KU5 The importance of testing the usability and capability of the ILT materials to meet theagreedlearningobjectiveswitharepresentative sample of typical users, and how to do so.

KU6 How to create originals of ILT materials.




SG4.4Develop and adapt ILT materials to support learning: evaluate the effectiveness of the designed materials in use


Standard G4.4:

Develop and adapt ILT materials to support learning: evaluate the effectiveness of the designed materials in use

The standard

1 Maintain systems for gathering information on the use of the designed materials and evaluating their effectiveness against the specifiedlearningoutcomes.

2 Involve learners and colleagues in evaluating the effectiveness of the designed materials.

3. Gathercomplete,validandup-to-dateinformation about the use of the designed materials.

4 Monitor how learners are responding during the programme to ensure that ILT materials match learners’ abilities and learning styles.

5 Evaluate the effectiveness of ILT materials in meetinglearningobjectivesforlearnerswitha diverse range of needs and abilities.

Generic knowledge



KU1 Systems for gathering information on the use of the designed materials and evaluating their effectiveness.

KU2 The importance of involving learners and colleagues in evaluation.

KU3 The importance of evaluating the effectiveness of the designed materials in meetinglearningobjectivesforlearnerswitha diverse range of abilities.

KU4 The criteria by which to evaluate the effectiveness of ILT materials.




SG4.4 | Develop and adapt ILT materials to support learning: evaluate the effectiveness of the designed materials in use

Further information



Behaviours


Terminology





SG5 Develop training sessions


Standard G5:

Develop training sessions


This standard is about developing training sessions for individuals and groups. This includes reviewing different ways of delivering a session, identifying the types of activities to use in a session, developing exercises for learners, deciding on the appropriate use of demonstrations and presentations, planning instructionmaterials,decidingontheappropriateuseofindividualandgroupactivities,decidingwhenone-to-onecoachingisappropriate,reviewingthepotentialforusingtechnology-basedlearningande-learningmethods as part of the session, preparing material and equipment for different types of sessions and evaluatinghoweffectivethesessionisagainstlearningobjectives.



SG5.1 Develop training sessions: identify options for training sessions


Standard G5.1:

Develop training sessions: identify options for training sessions

The standard

1 Identify the purpose of and necessary outcomes from the training session.

2 Producespecificaimsandobjectivesforthesession.

3 Identify different ways you could deliver the session.

4 Considertheappropriateuseoftechnology-baseddeliveryande-learning.

5 Choose ways of delivering the session which meettheaimsandobjectivesofthesession.

6 Identify the resources you need to deliver the session.

The nature and role of learning sessions

KU1 Howtoproduceaimsandobjectivesforspecificsessions.

KU2 How to choose appropriate ways of delivering training in relation to the objectivesofthesessionandlearners’needs.

KU3 How to ensure that the way you have chosen will help individual learners achieve the necessary outcomes of the session.

KU4 How to match the delivery method to the necessary outcomes of the session.

KU5 How to monitor and review learners’ progress in the session.

KU6 How to evaluate the effectiveness of the sessionagainstaimsandobjectives.

KU7 How to identify and evaluate changes and developmentsintechnologyande-learningand their relevance to how the organisation delivers learning and development.




Develop training sessions: identify options for training sessions | SG5.1

Principles and concepts

KU8 How to identify the resources you need to deliver effective learning sessions.

KU9 How to identify and use an appropriate place and environment for effective learning.

KU10 How to assess which materials are the most suitable for learners.

KU11 How to get the necessary resources to deliver the session.

KU12 How to ensure you promote equal opportunities through the material and methods you use.

External factors influencing learning sessions

KU13 How to evaluate developments in education, trainingandqualificationswhichhavea direct effect on the design of learning sessions.

KU14 How to analyse and use developments in learning and new ways of delivery, including technology-baseddeliveryande-learningsupport.





SG5.2 Develop training sessions: deliver training sessions for learners


Standard G5.2:

Develop training sessions: deliver training sessions for learners

The standard

1 Ensure all learning material are available.

2 Ensure that the method you have chosen will promote equal opportunities and access.

3 Include a range of appropriate techniques and activities throughout the session, includingtechnology-basedlearning.

4. Evaluate how effective the session is against theaimsandobjectives.

Asknowledgeandunderstanding KU1 to KU14 in standard G5.1 Develop training sessions: identify options for training sessions



Further information


This standard is appropriate if your role involves developing training sessions for individuals and groups.

Terminology


Links to other standardsTherearenoexplicitlinkstootherstandards.


SG6 Enable learning through presentations


Standard G6:

Enable learning through presentations


This standard is about identifying individual needs and learning styles, choosing appropriate presentation techniques,structuringpresentationsandadaptingpresentationstotakeaccountoftechnology-basedlearning.



SG6.1 Enable learning through presentations: give presentations to groups


Standard G6.1:

Enable learning through presentations: give presentations to groups

The standard

1 Takeaccountofthesizeanddifferentneedsof the people in the group when deciding on how to deliver the presentation.

2 Present information in a tone, manner and at a speed which is appropriate to the needs and capabilities of the learner.

3 Recognise and respond to individual needs and learning styles.

4 Use visual aids which support the information you are presenting and use technology-basedlearningifitisavailable.

5 Encouragelearnerstoaskquestionsandget explanations at appropriate stages in the presentation.

6 Give clear and accurate information to reinforce learning points in the presentation.

7 Reduce distractions and disruptions as much as possible.

The nature and role of presentations

KU1 Whichtypesoflearningarebestachievedand supported through presentations.

KU2 The separate areas of exercises and activities which encourage learning.

KU3 How to choose from a range of presentation techniques.

KU4 How to put information in order and decide whether the language you will be using is appropriate for the learners.

KU5 How to adapt presentations and activities to support learning.

KU6 How to identify and use different learning opportunities.

KU7 How to structure presentations and activities.

Principles and concepts

KU8 How to put learners at their ease and encouragethemtotakepart.




Enable learning through presentations: give presentations to groups | SG6.1

KU9 How to choose appropriate activities.

KU10 Whichfactorsarelikelytopreventlearningand how to overcome them.

KU11 Howtochecklearners’understandingandprogress.

KU12 How to choose and prepare appropriate visual aids.

KU13 How to identify and evaluate changes and developmentsintechnologyande-learningand whether they are relevant to delivering learning and development.

KU14 How to use appropriate forms of questioning during presentations.

KU15 The separate areas of presentations which encourage learning.

KU16 How to choose from a range of exercises and activities.

External factors influencing the learning environment

KU17 Howtomakesureeverybodyactsinlinewith health, safety and environmental protection legislation and best practice.

KU18 How to evaluate developments in education, trainingandqualificationswhichhavea direct effect on the design of learning materials.

KU19 How to analyse and use developments in learning and new ways of delivery, including technology-basedlearning.





SG6.2 Enable learning through presentations: produce follow up exercises


Standard G6.2:

Enable learning through presentations: produce follow up exercises

The standard

1 Choose exercises and activities which will reinforce the main areas of the presentation.

2 Ensure group members understand the aims and expected outcomes of the exercises and activities.

3 Give clear guidance and instructions on how totakepartintheexercisesandactivities.

4 Ensure that the manner, level and speed of communication throughout the process encouragesthelearnertotakepartandunderstand.

5 Get involved in the exercises and activities tomakesuretheyareeffective.

6 Givelearnerspositivefeedbackontheprocess and learning outcomes.

Asknowledgeandunderstanding KU1 to KU19 in standard G6.1 Enable learning through presentations: give presentations to group




Enable learning through presentations: produce follow up exercises | SG6.2

Further information


Thisstandardisappropriateifyourroleinvolvesmakingeffectivepresentationsandproducingfollow-upactivities after presentations.

Terminology






SG7 Facilitate learning on-site using ILT


Standard G7:

Facilitate learning on-site using ILT


Staff carrying out this function need to identify and exploit opportunities to use ILT to support individual learnersandgroupsoflearnerswithintheorganisation.TheyneedtoworkwithindividualstohelpthemuseILTautonomouslytoachievetheirlearningobjectivesandwithgroupstouseILTonsitetoexploitfullythebenefitsofgroupworking.TheyalsoneedtodevelopandpromotetheuseofILTtoencouragelearnerstolearn from each other.


1 Identify opportunities for using ILT to support individual learners.

2 Agreewithlearnersthelearningobjectivesto be met through ILT.

3 Agree with learners a learning plan that enables them to achieve their learning objectivesautonomouslyusingILT.

4 MakeavailablesuitableILTmaterialsandresources to enable learners to meet their learningobjectives.

5 Encourage individual learners to use ILT materials and resources autonomously, providing the support they need to use them effectively.

6 Evaluate the effectiveness of ILT in supporting individual learning.

Generic knowledge

KU1 Learning theories and how they affect teaching and learning through ILT.

KU2 How to select appropriate ILT teaching methods on the basis of learning theory.

KU3 WaysoflearningthroughILTandappropriate learning strategies.

KU4 The relationship between learners’ abilities and learning styles and the required outcomes of learning programmes delivered through ILT.

KU5 How to develop ILT plans to meet learning objectives.

KU6 Howtoassesslearners’levelsofknowledge,skillsandcompetencethroughILT.

Critical understanding and essential knowledge

KU7 The range of opportunities available for using ILT to support individual learners.

KU8 The range of opportunities available for individuallearnerstodeveloptheknowledgeandskillsrequiredtouseILTeffectivelyfortheir own learning.



SG7.1 Facilitate learning on-site using ILT: facilitate learning for individuals using ILT


Standard G7.1:

Facilitate learning on-site using ILT: facilitate learning for individuals using ILT

The standard


KU9 The ILT materials and resources available.

KU10 The importance of encouraging learners to workautonomouslythroughILT,andhowtodo so.

KU11 The types of support individual learners may need to use ILT effectively and how to provide this support.




1 Identify opportunities for using ILT to support learning in groups.

2 Produce learning plans to encourage best use of ILT to help groups meet learning objectives.

3 Use ILT materials and equipment effectively to help groups of learners to develop their knowledgeandskills.

4 Encourage effective learner participation in group activities through the use of ILT.

5 Manage the group learning process effectively through the use of ILT . evaluate the effectiveness of ILT in supporting learning in groups.

Generic knowledge

Asknowledgeandunderstanding KU1 to KU6 in standard G7.1 Facilitate on-site using ILT: facilitate learning for individuals using ILT


KU1 The range of opportunities available for using ILT to support learning in groups.

KU2 The ILT materials and resources available.

KU3 How to encourage learner participation and theparticularcontributionILTcanmaketothis.

KU4 HowlearnersworkandlearninILT-groups.

KU5TheprinciplesofeffectiveILT-groupmanagement and how to apply them.



SG7.2 Facilitate learning on-site using ILT: facilitate learning for groups of learners using ILT


Standard G7.2:

Facilitate learning on-site using ILT: facilitate learning for groups of learners using ILT

The standard



1 Identify opportunities for using ILT to encourage learners to learn from each other.

2 Provide opportunities for learners to develop theknowledgeandskillsrequiredtouseILT.

3 Effectively to learn from each other.

4 Encourage learners to use ILT to communicate with, and learn from, each other.

5 Evaluate the effectiveness of ILT in helping learners learn from each other.

Generic knowledge



KU1 The range of opportunities available for using ILT to encourage learners to learn from each other.

KU2 Theknowledgeandskillslearnersneedtouse ILT effectively to learn from each other.

KU3 How to encourage learners to use ILT to communicate with, and learn from, each other.



SG7.3 Facilitate learning on-site using ILT: encourage learners on-site to learn from each other using ILT effectively


Standard G7.3:

Facilitate learning on-site using ILT: encourage learners on-site to learn from each other using ILT effectively

The standard


1 Maintain systems for gathering information on the use of the designed materials and evaluating their effectiveness against the specifiedlearningoutcomes.

2 Involve learners and colleagues in evaluating the effectiveness of the designed materials.

3 Gathercomplete,validandup-to-dateinformation about the use of the designed materials.

4 Monitor how learners are responding during the programme to ensure that ILT materials match learners’ abilities and learning styles.

5 Evaluate the effectiveness of ILT materials in meetinglearningobjectivesforlearnerswitha diverse range of needs and abilities.

Generic knowledge

Asknowledgeandunderstanding KU1 to KU7 in standard G3.1 Understand the external environment


KU1 Systems for gathering information on the use of the designed materials and evaluating their effectiveness.

KU2 The importance of involving learners and colleagues in evaluation.

KU3 The importance of evaluating the effectiveness of the designed materials in meeting learning objectivesforlearnerswithadiverserangeofabilities.

KU4 The criteria by which to evaluate the effectiveness of ILT materials.



SG7.4Develop and adapt ILT materials to support learning: evaluate the effectiveness of the designed materials in use


Standard G7.4:

Develop and adapt ILT materials to support learning: evaluate the effectiveness of the designed materials in use

The standard


SG7.4 | Develop and adapt ILT materials to support learning: evaluate the effectiveness of the designed materials in use

Further information



Behaviours

Therearenospecificbehavioursassociatedwithstandardotherthanwithintheperformancecriterial.

Terminology





1 Set out and positively communicate the purposeandobjectivesoftheteamtoallmembers.

2 Involve members in planning how the team willachieveitsobjectives.

3 Ensure that each member of the team has personalworkobjectivesandunderstandshow achieving these will contribute to achievementoftheteam’sobjectives.

4 Encourage and support team members to achievetheirpersonalworkobjectivesandthose of the team and provide recognition whenobjectiveshavebeenachieved.

5 Win,throughyourperformance,thetrustand support of the team for your leadership.

6 Steer the team successfully through difficultiesandchallenges,includingconflictwithin the team.

General knowledge and understanding

KU1 Different ways of communicating successfully with members of a team.

KU2 HowtosetobjectiveswhichareSMART(Specific,Measurable,Achievable,RealisticandTime-bound).

KU3 How to plan the achievement of team objectivesandtheimportanceofinvolvingteam members in this process.

KU4 The importance of being able to show team membershowpersonalworkobjectivescontribute to achievement of team objectives.

KU5 That different styles of leadership exist.



SH1 Provide leadership for your team

Area H – Managing people to deliver service


Standard H1:

Provide leadership for your team


This standard is about providing direction to the members of your team and motivating and supporting them toachievetheobjectivesoftheteamandtheirpersonalworkobjectives.

The standard


SH1 | Provide leadership for your team

7 Encourage and recognise creativity and innovation within the team.

8 Give team members support and advice when they need it especially during periods ofsetbackandchange.

9 Motivate people to present their own ideas and listen to what they say.

10 Encouragepeopletotaketheleadwhentheyhavetheknowledgeandexpertiseandshow willingness to follow this lead.

11 Monitor activities and progress across the team without interfering.

KU6 How to select and successfully apply a limited range of different methods for motivating, supporting and encouraging people and recognising their achievements.

KU7 Typesofdifficultiesandchallengesthatmayarise,includingconflictwithintheteam,andways of overcoming them.

KU8 The importance of encouraging others to taketheleadandwaysinwhichthiscanbeachieved.

KU9 Thebenefitsofandhowtoencourageandrecognise creativity and innovation within a team.

Information and Library Services, Archive Services and Records Management specific knowledge and understanding

KU10 Legal, regulatory and ethical requirements in the sector.

Context specific knowledge and understanding

KU11 Themembers,purposeandobjectivesofyour team.

KU12 Thepersonalworkobjectivesofmembersofyour team.

KU13 The types of support and advice that people arelikelytoneedandhowtorespondtothese.

KU14 Standardsofperformancefortheworkofyour team.




Provide leadership for your team | SH1

Further information


This standard is recommended for team leaders.

Behaviours

The behaviours that underpin this standard require you to demonstrate that you: 1. Create a sense of common purpose 2.Takeapersonalresponsibilityformakingthingshappen 3.Encourageandsupportotherstotakedecisionsautonomously 4. Act within the limits of your authority 5.Maketimeavailabletosupportothers 6.Showintegrity,fairnessandconsistencyindecision-making 7.Seektounderstandpeople’sneedsandmotivations 8.Demonstratebehaviourthatshowsrespect,helpfulnessandco-operation.

Skills

Listedbelowarethemaingeneric‘skills’whichneedtobeappliedinprovidingleadershipforyourteam.Theseskillsareexplicit/implicitinthedetailedcontentof The standard and are listed here as additional information.

Communicating•Planning•Team building•Leading by example•Settingobjectives•Motivating•Consulting•Problem solving•Valuing and supporting others•Monitoring•Managingconflict•Decisionmaking•Following.•

Terminology



SH1 | Provide leadership for your team

Further information


ThisstandardislinkedtoB6.ProvideleadershipinyourareaofresponsibilityandB7.Provideleadershipforyour organisation in the overall suite of National Occupational Standards for management and leadership.


1 Create a vision of where your area is going and communicate it clearly and enthusiastically, together with supportive objectivesandoperationalplans,tothepeopleworkingwithinyourarea.

2 Ensurethatpeopleworkingwithinyourarea understand and can see how the vision,objectivesandoperationalplanslinktothevisionandobjectivesoftheoverallorganisation.

3 Steer your area successfully through difficultiesandchallenges,includingconflictwithin the area.

4 Create and maintain a culture within your area which encourages and recognises creativity and innovation.

5 Develop a range of leadership styles and select and apply them to appropriate situations and people.

General knowledge and understandingKU1 The fundamental differences between

management and leadership.KU2 How to create a compelling vision for an area

of responsibility.KU3 How to select and apply successfully different

methods for communicating with people across an area of responsibility.

KU4 A range of different leadership styles and how to select and apply these to different situations and people.

KU5 Howtoobtainandmakeuseoffeedbackfrom people on your leadership performance.

KU6 Typesofdifficultiesandchallengesthatmayarise,includingconflictwithinthearea,andways of identifying and overcoming them.

KU7 Thebenefitsof,andhowtocreateandmaintain, a culture which encourages and recognises creativity and innovation.



SH2 Provide leadership in your area of responsibility



Standard H2:

Provide leadership in your area of responsibility


This standard is about providing direction to people in an area, or part of an organisation, which is clearly andformallydefined,andmotivatingandsupportingthemtoachievethevisionandobjectivesforthearea.

The standard


SH2 | Provide leadership in your area of responsibility

6 Communicateregularly,makingeffectiveuse of a range of different communication methods,withallthepeopleworkingwithinyour area and show that you listen to what they say.

7 Give people in your area support and advice when they need it, especially during periods ofsetbackandchange.

8 Motivate and support people in your area toachievetheirworkanddevelopmentobjectives,andproviderecognitionwhenthey are successful.

9 Empower people in your area to develop theirownwaysofworkingandtaketheirown decisions within agreed boundaries.

10 Encourage people to give a lead in their own areas of expertise and show willingness to follow this lead.

11 Win,throughyourperformance,thetrustand support of people within your area for yourleadershipandobtainregularfeedbackon your performance.

KU8 The importance of encouraging others to taketheleadandwaysinwhichthiscanbeachieved.

KU9 How to empower people effectively.

KU10 How to select and apply successfully different methods for encouraging, motivating and supporting people and for recognising achievement.


KU11 Leadershipstylescommonintheindustry/sector.

KU12 Legal, regulatory and ethical requirements in theindustry/sector.


KU13 Your own values, motivations and emotions.

KU14 Your own strengths and limitations in the leadership role.

KU15 The strengths, limitations and potential of people that you lead.

KU16 Your own role, responsibilities and level of power.

KU17 Thevisionandobjectivesoftheoverallorganisation.

KU18 Thevision,objectives,cultureandoperational plans for your area of responsibility.

KU19 Types of support and advice that people are likelytoneedandhowtorespondtothese.

KU20 Leadership styles used across the organisation.




Provide leadership in your area of responsibility | SH2

Further information


This standard is recommended for middle managers.

Behaviours

The behaviours that underpin this standard require you to demonstrate that you: 1. Articulate a vision that generates excitement, enthusiasm and commitment 2. Create a sense of common purpose 3. Takepersonalresponsibilityformakingthingshappen 4. Makecomplexthingssimpleforthebenefitofothers 5. Encourageandsupportotherstotakedecisionsautonomously 6. Act within the limits of your authority 7. Maketimeavailabletosupportothers 8. Showintegrity,fairnessandconsistencyindecision-making 9. Seektounderstandpeople’sneedsandmotivations 10. Youmodelbehaviourthatshowsrespect,helpfulnessandco-operation 11. Youencourageandsupportotherstomakethebestuseoftheirabilities.

Terminology

The ‘area of responsibility’ may be, for example, a branch or department or functional area, or an operating site within an agency or organisation.





1 Monitor the relevant legal, regulatory, ethical and social requirements and the effect they have on your area of responsibility, including what will happen if you don’t meet them.

2 Develop effective policies and procedures to makesureyourorganisationmeetsallthenecessary requirements.

3 Makesurerelevantpeoplehaveaclear understanding of the policies and procedures and the importance of putting them into practice.

4 Monitor the way policies and procedures are put into practice and provide support.


KU1 How to select and successfully apply different methods for communicating with people across an area of responsibility.

KU2 Theimportanceofconfirming/clarifyingtheworkrequiredinyourareaofresponsibilitywith your manager and how to do this effectively.

KU3 Howtoidentifyandtakedueaccountofhealth and safety issues in the planning, allocationandmonitoringofwork.



SH3 Allocate and monitor the progress and quality of work in your area of responsibility


This standard is D6 imported from the Management Standards Centre suite of standards

Standard H3:

Allocate and monitor the progress and quality of work in your area of responsibility


Thisstandardisaboutensuringthattheworkrequiredinyourareaofresponsibilityiseffectivelyplannedandfairlyallocatedtoindividualsand/orteams.Italsoinvolvesmonitoringtheprogressandqualityoftheworkofindividualsand/orteamstoensurethattherequiredlevelorstandardofperformanceisbeingmetandreviewingandupdatingplansofworkinthelightofdevelopments.

The standard


Allocate and monitor the progress and quality of work in your area of responsibility | SH3

5 Encourage a climate of openness about meeting and not meeting the requirements.

6 Identify and correct any failures to meet the requirements.

7 Identify reasons for not meeting requirementsandadjustthepoliciesandprocedurestoreducethelikelihoodoffailures in the future.

8 Provide full reports about any failures to meet the requirements to the relevant stakeholders.

KU4 Howtoproduceaplanofworkforyourareaof responsibility, including how to identify any priorities or critical activities and the available resources.

KU5 Theimportanceofseekingviewsfrompeopleworkinginyourareaandhowtotakeaccount of their views in producing the plan ofwork.

KU6 Whyitisimportanttoallocateworktoindividualsand/orteamsonafairbasisandhow to do so effectively.

KU7 Whyitisimportantthatindividualsand/orteamsarebriefedonallocatedworkandThestandard or level of expected performance and how to do so effectively.

KU8 Theimportanceofshowingindividualsand/orteamshowtheirworkfitswiththevisionandobjectivesoftheareaandthoseoftheorganisation.

KU9 Waysofencouragingindividualsand/orteamstoaskquestionsand/orseekclarificationinrelationtotheworkwhichtheyhave been allocated.

KU10 Effective ways of regularly and fairly monitoringtheprogressandqualityofworkofindividualsand/orteamsagainstThestandards or level of expected performance.

KU11 How to provide prompt and constructive feedbacktoindividualsand/orteams.

KU12 Whyitisimportanttomonitoryourareaforconflictandhowtoidentifythecause(s)ofconflictwhenitoccursanddealwithitpromptly and effectively.




SH3 | Allocate and monitor the progress and quality of work in your area of responsibility

KU13 Whyitisimportanttoidentifyunacceptableorpoorperformancebyindividualsand/orteams and how to discuss the cause(s) and agree ways of improving performance with them.

KU14 Theadditionalsupportand/orresourceswhichindividualsand/orteamsMightrequiretohelpthemcompletetheirworkandhowtoassist in providing this.

KU15 How to select and successfully apply different methods for encouraging, motivatingandsupportingindividualsand/orteamstocompletetheworktheyhavebeenallocated, improve their performance and for recognising their achievements.

KU16 How to log information on the ongoing performanceofindividualsand/orteamsanduse this information for formal performance appraisal purposes.

KU17 The importance of reviewing and updating plansofworkforyourareainthelightofdevelopments,howtoreallocateworkandresources and clearly communicate the changes to those affected.

KU18 The type of problems and unforeseen events that may occur and how to support individualsand/orteamsindealingwiththem.




Allocate and monitor the progress and quality of work in your area of responsibility | SH3


KU19 Industry/sectorrequirementsforthedevelopmentormaintenanceofknowledge,understandingandskills.

KU20 Industry/sectorspecificlegislation,regulations, guidelines, codes of practice relatingtocarryingoutthework


KU21 Theindividualsand/orteamsinyourareaofresponsibility.

KU22 Thevisionandobjectivesforyourareaofresponsibility.

KU23 Thevisionandobjectivesoftheoverallorganisation.

KU24 Theworkrequiredinyourareaofresponsibility.

KU25 Theavailableresourcesforundertakingtherequiredwork.

KU26 Theplanofworkforyourareaofresponsibility.

KU27 The organisation’s written health and safety policy statement and associated information and requirements.

KU28 Your organisation’s policy and procedures in terms of personal development.

KU29 Organisational standards or level of expected performance.




SH4 | Allocate and monitor the progress and quality of work in your area of responsibilitying

Further information


Thisstandardisrecommendedforfirstlinemanagersandmiddlemanagers.

Behaviours

The behaviours that underpin this standard require you to demonstrate that you: 1.Recognisechangesincircumstancespromptlyandadjustplansandactivitiesaccordingly 2.Prioritiseobjectivesandplanworktomakebestuseoftimeandresources 3.Maketimeavailabletosupportothers 4.Takepersonalresponsibilityformakingthingshappen.

Terminology

The ‘area of responsibility’ may be, for example, a branch or department or functional area, or an operating site within an agency or organisation.




1 Confirmtheworkrequiredoftheteamwithyourmanagerandseekclarification,wherenecessary, on any outstanding points and issues.

2 Planhowtheteamwillundertakeitswork,identifying any priorities or critical activities andmakingbestuseoftheavailableresources.

3 Allocateworktoteammembersonafairbasistakingaccountoftheirskills,knowledgeandunderstanding,experienceandworkloadsandtheopportunityfordevelopment.

4 Briefteammembersontheworkthattheyhave been allocated and The standards or level of expected performance.


KU1 Different ways of communicating effectively with members of a team.

KU2 Theimportanceofconfirming/clarifyingtheworkrequiredoftheteamwithyourmanagerand how to do this effectively.

KU3 Howtoplantheworkofateam,includinghow to identify any priorities or critical activities and the available resources.

KU4 Howtoidentifyandtakedueaccountofhealth and safety issues in the planning, allocationandcheckingofwork.

KU5 Whyitisimportanttoallocateworkacrossthe team on a fair basis and how to do so.



SH4 Allocate and check work in your team



Standard H4:

Allocate and check work in your team

What this standard is aboutThisstandardisaboutensuringthattheworkrequiredofyourteamisallocatedeffectivelyandfairlyamongstteammembers.Italsoinvolvescheckingontheprogressandqualityoftheworkofteammemberstoensurethat the required level or standard or performance is being met.

The standard


SH4 | Allocate and check work in your team

5 Encourageteammemberstoaskquestions,makesuggestionsandseekclarificationinrelationtotheworkthattheyhavebeenallocated.

6 Checktheprogressandqualityoftheworkof team members on a regular and fair basis against The standard or level of expected performance and provide prompt and constructivefeedback.

7 Support team members in identifying and dealing with problems and unforeseen events.

8 Motivate team members to complete the workthattheyhavebeenallocatedandprovide, where requested and where possible,anyadditionalsupportand/orresources to help completion.

9 Monitortheteamforconflict,identifyingthecause(s) when it occurs and dealing with it promptly and effectively.

10 Identify unacceptable or poor performance, discuss the cause(s) and agree ways of improving performance with team members.

11 Recognise successful completion of significantpiecesofworkorworkactivitiesby team members and the overall team and advise your manager.

12 Use information collected on the performance of team members in any formal appraisal of performance.

KU6 Whyitisimportanttobriefteammembersontheworkthattheyhavebeenallocatedand The standard or level of expected performance and how to do so.

KU7 Waysofencouragingteammemberstoaskquestionsand/orseekclarificationandmakesuggestionsinrelationtotheworkwhichthey have been allocated.

KU8 Effective ways of regularly and fairly checkingtheprogressandqualityoftheworkofteammembers.

KU9 How to provide prompt and constructive feedbacktoteammembers.

KU10 How to select and apply a limited range of different methods for motivating, supporting and encouraging team members to complete theworktheyhavebeenallocated,improvetheir performance and for recognising their achievements.

KU11 Theadditionalsupportand/orresourceswhich team members might require to help themcompletetheirworkandhowtoassistin providing this.

KU12 Whyitisimportanttomonitortheteamforconflictandhowtoidentifythecause(s)ofconflictwhenitoccursanddealwithitpromptly and effectively.

KU13 Whyitisimportanttoidentifyunacceptableor poor performance by members of the team, and how to discuss the cause(s) and agree ways of improving performance with team.




Allocate and check work in your team | SH4

KU14 The type of problems and unforeseen events that may occur and how to support team members in dealing with them.

KU15 How to log information on the ongoing performance of team members and use this information for performance appraisal purposes.


KU16 Industry/sectorspecificlegislation,regulations, guidelines, codes of practice relatingtocarryingoutwork.

KU17 Industry/sectorrequirementsforthedevelopmentormaintenanceofknowledge,understandingandskills.


KU18 Themembers,purposeandobjectivesofyour team.

KU19 Theworkrequiredofyourteam.

KU20 Theavailableresourcesforundertakingtherequiredwork.

KU21 Your organisation’s written health and safety policy statement and associated information and requirements.

KU22 Yourteam’splanforundertakingtherequiredwork.

KU23 Theskills,knowledgeandunderstanding,experienceandworkloadsofteammembers.

KU24 Your organisation’s policy and procedures in terms of personal development




SH4 | Allocate and check work in your team

KU25 Reporting lines in the organisation and the limits of your authority.

KU26 Organisational standards or levels of expected performance.

KU27 Organisational policies and procedures for dealing with poor performance.

KU28 Organisational grievance and disciplinary policies and procedures.

KU29 Organisational performance appraisal systems.




Allocate and check work in your team | SH4

Further information



Behaviours

The behaviours that underpin this standard require you to demonstrate that you: 1. Maketimeavailabletosupportothers 2. Agree clearly what is expected of others and hold them to account 3. Prioritiseobjectivesandplanworktomakebestuseofteamandresources 4. Stateyourownpositionandviewsclearlyandconfidentlyinconflictsituations 5. Showintegrity,fairnessandconsistencyindecision-making 6. Seektounderstandpeople’sneedsandmotivations 7. Takeprideindeliveringhighqualitywork 8. Takepersonalresponsibilityformakingthingshappen 9. Encourageandsupportotherstomakethebestuseoftheirabilities 10. Arevigilantforpossiblerisksandhazards.

Terminology






1 Establishworkingrelationshipswithallcolleagueswhoarerelevanttotheworkbeing carried out.

2 Recognise, agree and respect the roles and responsibilities of colleagues.

3 Understandandtakeaccountofthepriorities, expectations, and authority of colleagues in decisions and actions.

4 Fulfilagreementsmadewithcolleaguesandletthemknow.

5 Advisecolleaguespromptlyofanydifficultiesorwhereitwillbeimpossibletofulfilagreements.

6 Identifyandsortoutconflictsofinterestanddisagreements with colleagues in ways that minimisedamagetoworkbeingcarriedout.

KU1 Thebenefitsofdevelopingproductiveworkingrelationshipswithcolleagues.

KU2 Principles of effective communication and how to apply them in order to communicate effectively with colleagues.

KU3 How to identify disagreements with colleagues and the techniques for sorting them out.

KU4 How to identify disagreements with colleagues and the measures that can be used to manage or remove them.

KU5 Howtotakeaccountofdiversityissueswhendevelopingworkingrelationshipswithcolleagues.

KU6 The importance of exchanging information and resources with colleagues.



SH5 Develop productive working relationships with colleagues



Standard H5:

Develop productive working relationships with colleagues


Thisstandardisaboutdevelopingworkingrelationshipswithcolleagues,withinyourownorganisation,communityandwithinotherorganisationsthatareproductiveintermsofsupportinganddeliveringyourworkand that of the overall organisation and community.

The standard


Develop productive working relationships with colleagues | SH5

7 Exchange information and resources with colleaguestomakesurethatallpartiescanworkeffectively.

8 Providefeedbacktocolleaguesontheirperformanceandseekfeedbackfromcolleagues on your own performance in order to identify areas for improvement.

KU7 Howtogetandmakeuseoffeedbackonyour performance from colleagues.

KU8 How to provide colleagues with useful feedbackontheirperformance.


KU9 Regulations and codes of practice that apply intheindustry/sector.

KU10 Standards of behaviour and performance in theindustry/sector.

KU11 Workingcultureoftheindustry/sector.


KU12 Currentandfutureworkbeingcarriedout.

KU13 Colleagueswhoarerelevanttotheworkbeingcarriedout,theirworkrolesandresponsibilities.

KU14 Processeswithintheorganisationformakingdecisions.

KU15 Line management responsibilities and relationships within the organisation.

KU16 The organisation’s values and culture.

KU17 Power,influenceandpoliticswithintheorganisation.

KU18 Standards of behaviour and performance expected in the organisation.

KU19 Information and resources that different colleagues might need.

KU20 Agreements with colleagues.




SH5 | Develop productive working relationships with colleagues

Further information


Thisstandardisrecommendedforteamleadersandfirstlinemanagers.

Behaviours

The behaviours that underpin this standard require you to demonstrate that you: 1. Present information clearly, concisely, accurately and in ways that promote understanding 2. Seektounderstandpeople’sneedsandmotivations 3. Maketimeavailabletosupportothers 4. Agree clearly what is expected of others and hold them to account 5. Worktodevelopanatmosphereofprofessionalismandmutualsupport 6. Modelbehaviourthatshowsrespect,helpfulnessandco-operation 7. Keep promises and honour commitments 8. Consider the impact of your own actions on others 9. Saynotounreasonablerequests 10. Show respect for the views and actions of others.

Terminology

‘Colleagues’areanypeopleyouareexpectedtoworkwith,whethertheyareatasimilarpositionorin other positions.




SH6 Develop organisational structures and systems to support volunteering


This standard is UKWHA3 imported from the UK Workforce Hub suite of standards

Standard H6:

Develop organisational structures and systems to support volunteering

What this standard is aboutOrganisationsneedstructuresandsystemsthatproperlyintegrateandsupporttheworkofvolunteers.Inparticular, these structures and systems should cover personnel management in a volunteer context, health and safety, induction, training and development, supervision and support, communication and resourcing. This standard is about how to evaluate how existing structures and systems can be improved to meet your organisation’s and volunteers’ needs. You may need to introduce quite new structures and systems where noneexist.Whendesigningorredesigningstructuresandsystems,youneedtodevelopvariousoptionsandconsultonthesewithvolunteers,otherstakeholders(suchasbeneficiariesofvolunteerwork,individualorcorporatefunders,partnerorganisationsandpaidstaff)anddecisionmakers(suchastrustees,committeemembers and senior managers).Before putting the agreed structures and systems in place you need to negotiatetheirintroductionwiththevolunteers,otherstakeholdersanddecisionmakers.



SH6.1Develop organisational structures and systems to support volunteering: identify and evaluate organisational structures and systems to support volunteering



Standard H6.1:

Develop organisational structures and systems to support volunteering: identify and evaluate organisational structures and systems to support volunteering

The standard

1 Identify existing structures and systems that are relevant to volunteers in your organisation.

2 Identify the diverse needs of volunteers and potential volunteers in relation to structures and systems.

3 Encourage and support volunteers and colleaguestoprovidefeedbackontheeffectivenessandefficiencyofstructuresand systems and how well they meet diverse needs.

4 Identify and evaluate structures and systems in other related organisations to identify best practice.

5 Analyse the information and identify ways in which structures and systems in your organisation could best meet the needs of your volunteers.

Communication

KU1 The principles of effective communication and how to apply them.

KU2 Theimportanceofgettinginformedfeedbackfrom people, and how to do so.

Continuous improvement

KU3 The importance of continuously reviewing and improving structures and systems, and how to do so.

KU4 Thevalueofseekinginnovationinstructuresand systems.

Diversity and equality

KU5 The role that institutional discrimination can play in promoting inequality and how to minimise this.




Develop organisational structures and systems to support volunteering: identify and evaluate | SH6.1 organisational structures and systems to support volunteering

6 Shareyourfindingswithdecisionmakersandstakeholdersandtakeaccountoftheirfeedback.

KU6 The particular needs that volunteers with differentexperiences,backgroundsandabilities may have and how to cater for these within volunteer support structures and systems.

Involvement and motivation

KU7 The importance of consulting with people and how to do so.

KU8 The importance of showing that you have takenaccountoffeedback.

KU9 The importance of involving volunteers and other relevant staff in planning and how to do so.

Learning and development

KU10 How to identify people’s training and development needs.

KU11 How to provide appropriate training and development to meet people’s diverse needs.

Monitoring, review and evaluation

KU12 How to evaluate existing structures and systemsforeffectivenessandefficiency.

KU13 How to ensure that structures and systems are being adhered to.

KU14 The importance of monitoring and evaluation, and how to establish monitoring and evaluation processes and methods.

Negotiating and agreement

KU15 Howtonegotiatewithandinfluenceothers.




SH6.1 | Develop organisational structures and systems to support volunteering: identify and evaluate organisational structures and systems to support volunteering

Planning and co-ordination

KU16 Howtodevelopspecificationsforstructuresand systems.

KU17 The importance of identifying a range of optionsforotherstoconsiderwhenmakingnew proposals.

Support and supervision

KU18 The types of support that volunteers and other staff may need in order to deal with change ed structures and systems, and how tomakesuretheyreceivethenecessarysupport.

Resource management

KU19 How to quantify the resources available for your plans.

KU20 How to estimate the type and quantity of resources required for your plans.

Volunteering

KU21 The particular needs that volunteers have by comparison with other types of staff.

KU22 The types of structures and systems that are needed to support volunteers.


Knowledge and understandingInformation and Library Services, Archive Services and Recors Management staff know and understand:


SH6.2Develop organisational structures and systems to support volunteering: design organisational structures and systems to support volunteering



Standard H6.2:

Develop organisational structures and systems to support volunteering: design organisational structures and systems to support volunteering

The standard

1 Identify the current and potential resources available for structures and systems.

2 Developspecificationsforstructuresandsystemsusingevaluationandfeedback.

3 Developoptionstomeetthesespecificationswhich are achievable within available resources and are consistent with other relevant structures and systems in your organisation.

4 Makesuretheoptionsyoudeveloppromotepeople’s rights, responsibilities and diversity.

5 Presentyouroptionstodecisionmakersandstakeholdersandhelpthemtoprovideinformedfeedbackonyouroptions.

6 Takeaccountofthefeedbackofdecisionmakersandstakeholdersinselectingandrefininganoptionandgaintheirapproval.

Asknowledgeandunderstanding KU1 to KU11 in standard G6.1 Develop organisational structures and systems to support volunteering: identify and evaluate organisational structures and systems to support volunteering




SH6.2 | Develop organisational structures and systems to support volunteering: design organisational structures and systems to support volunteering

Further information


This standard is recommended for all those developing organisational structures and systems to support volunteering.

Behaviours

Therearenobehavioursspecificallyassociatedwiththisstandardotherthanwithintheperformancecriteria.

Terminology





SH6.3Develop organisational structures and systems to support volunteering: implement organisational structures and systems to support volunteering



Standard H6.3:

Develop organisational structures and systems to support volunteering: implement organisational structures and systems to support volunteering

The standard

1 Involve volunteers and colleagues in planning how to implement structures and systems.

2 Negotiate and agree your plans for implementing structures and systems with decisionmakersandstakeholders.

3 Makesurethoseinvolvedinimplementingthe structures and systems understand the implicationsfortheirwork.

4 Identify and provide the training, development and other support that may be requiredtomakethestructuresandsystemseffective.

5 Put in place methods to monitor and evaluate the structures and systems and identifywhenevaluationwilltakeplace.

Asknowledgeandunderstanding KU1 to KU11 in standard G6.1 Develop organisational structures and systems to support volunteering: identify and evaluate organisational structures and systems to support volunteering




6 Monitor the implementation of the structures and systems, ensuring they are being adhered to.

7 Carryoutscheduledevaluationsandmakeany necessary improvements.



Further information


This standard is recommended for all those developing organisational structures and systems to support volunteering.

Behaviours

Therearenobehavioursspecificallyassociatedwiththisstandardotherthanwithintheperformancecriteria.

Terminology




SH6.3 | Develop organisational structures and systems to support volunteering: implement organisational structures and systems to support volunteering


SH7 Manage your own resources and professional development



Standard H7:

Manage your own resources and professional development

What this standard is aboutThisstandardisaboutmanagingyourpersonalresources(particularlyknowledge,understanding,skills,experienceandtime)andyourprofessionaldevelopmentinordertoachieveyourworkobjectivesandyourcareerandpersonalgoals.Youneedtounderstandyourworkroleandhowitfitsintotheoverallvisionandobjectivesoftheorganisationwhilstalsounderstandingwhatisdrivingyouintermsofyourvaluesandyourcareerandwiderpersonalaspirations.dentifyingandaddressinggapsinyourskillsandknowledgeandunderstanding is an essential aspect of this standard.

The standard

1 Evaluate, at appropriate intervals, the current and future requirements of your work-roletakingaccountofthevisionandobjectivesofyourorganisation.

2 Consider your values and your career and personal goals and identify information whichisrelevanttoyourworkroleandprofessional development.

3 Discussandagreepersonalworkobjectiveswith those you report to and how you will measure progress.


KU1 The principles which underpin professional development.

KU2 The importance of considering your values and career and personal goals and howtorelatethemtoyourjobroleandprofessional development.

KU3 How to evaluate the current requirements ofaworkroleandhowtherequirementsmay evolve in the future.




SH7 | Manage your own resources and professional development

4 Identifythelearningstyleswhichworkbestforyouandensurethatyoutaketheseintoaccountinidentifyingandundertaking.

5 Identify any gaps between the current and futurerequirementsofyourwork-roleandyourcurrentknowledge,understandingandskills.

6 Discuss and agree, with those you report to, a development plan to address any identifiedgapsinyourcurrentknowledge,understandingandskillsandsupportyourown career and personal goals.

7 Undertaketheactivitiesidentifiedinyourdevelopment plan and evaluate their contribution to your performance.

8 Reviewandupdateyourpersonalworkobjectivesanddevelopmentplaninthelightof performance, any development activities undertakenandanywiderchanges.

9 Getregularandusefulfeedbackonyourperformance from those who are in a good positiontojudgeitandprovideobjectiveandvalidfeedback.

10 Ensure that your performance consistently meets or goes beyond agreed requirements.

KU4 HowtosetobjectiveswhichareSMART(Specific,Measurable,Achievable,RealisticandTime-bound).

KU5 How to identify development needs to addressanyidentifiedgapsbetweentherequirementsofyourwork-roleandyourcurrentknowledge,understandingandskills.

KU6 Whataneffectivedevelopmentplanshouldcontain and the length of time that it should cover.

KU7 The range of different learning style(s) and howtoidentifythestyle(s)whichwork(s)best for you.

KU8 The type of development activities which can beundertakentoaddressidentifiedgapsinyourknowledge,understandingandskills.

KU9 Howtoidentifywhether/howdevelopmentactivities have contributed to your performance.

KU10 Howtoupdateworkobjectivesanddevelopment plans in the light of performance,feedbackreceived,anydevelopmentactivitiesundertakenandanywider changes.

KU11 Monitoringthequalityofyourworkandyourprogress against requirements and plans.

KU12 How to evaluate your performance against therequirementsofyourwork-role.

KU13 How to identify and use good sources of feedbackonyourperformance.




Manage your own resources and professional development | SH7


KU14 Industry/sectorrequirementsforthedevelopmentormaintenanceofknowledge,skillsandunderstandingandcontinuingprofessional development.


KU15 Therequirementsofyourwork-roleincludingthe limits of your responsibilities.

KU16 Thevisionandobjectivesofyourorganisation.

KU17 Your own values and career and personal goals.

KU18 Yourpersonalworkobjectives.

KU19 Your preferred learning style(s).

KU20 Yourcurrentknowledge,understanding andskills.

KU21 Identifiedgapsinyourcurrentknowledge,understandingandskills.

KU22 Your personal development plan

KU23 Available development opportunities and resources in your organisation

KU24 Your organisation’s policy and procedures in terms of personal development.

KU25 Reporting lines in your organisation.

KU26 Possiblesourcesoffeedbackinyourorganisation.




Further information


Thestandardisrecommendedforfirstlinemanagers,middlemanagersandseniormanagers.

Behaviours

The behaviours that underpin this standard require you to demonstrate that you: 1. Address multiple demands without losing focus or energy 2. Recognisechangesincircumstancespromptlyandadjustplansandactivitiesaccordingly 3. Prioritiseobjectivesandplanworktomakebestuseoftimeandresources 4. Takepersonalresponsibilityformakingthingshappen 5. Takeprideindeliveringhighqualitywork 6. Show an awareness of your own values, motivations and emotions 7. Agreeachievableobjectivesforyourselfandgiveaconsistentandreliableperformance 8. Recognise your own strengths and limitations, play to your strengths and use alternative

strategies to minimise the impact of your limitations 9. Makebestuseofavailableresourcesandproactivelyseeknewsourcesofsupportwhen

necessary. 10. Reflectregularlyonyourownexperiencesandusethesetoinformfutureaction.

Terminology





SH8 Promote equality and diversity in your area of responsibility



Standard H8:

Promote equality and diversity in your area of responsibility


This standard is about actively promoting equality of opportunity and diversity in your area of responsibility. It is intended to go beyond compliance with equality legislation and move towards a situation where there is awareness in your area of and active commitment to the need to ensure equality of opportunity and the benefitsofdiversity.

The standard

1 Ensure commitment within your area of responsibility to promoting equality of opportunityanddiversity,includingmakingit a priority area in terms of informing the visionandobjectivesforyourareaandplanninganddecision-making.

2 Ensure that your behaviour, words and actionsandthoseofpeopleworkinginyourarea of responsibility support a commitment to equality of opportunity and diversity.

3 Identify your personal responsibilities and liabilities under equality legislation and any relevant codes of practice.


KU1 Differentdefinitionsofdiversity.

KU2 The different forms which discrimination and harassmentmighttake.

KU3 The business case for ensuring equality of opportunity and promoting diversity.

KU4 The probable effects of not promoting equality of opportunity and diversity within your area of responsibility.

KU5 How commitment within your area of responsibility to promoting equality of opportunity and diversity might be demonstrated.




SH8 | Promote equality and diversity in your area of responsibility

4 Identify the diversity and needs of your area’s current customers and potential customers and identify areas where needs couldbebettersatisfiedandwherethediversity of customers could be improved.

5 Ensure that the organisation’s written equality and diversity policy is clearly communicated to all people in your area of responsibility and other relevant parties.

6 Implement the organisation’s written equality and diversity policy in your area, including relevant parts of any accompanying organisation-wideactionplan,seekingandmakingtherequiredresourcesavailable.

7 Ensure regular consultation with people in your area of responsibility or their representatives on equality and diversity issues. C2.8. Set up processes for monitoring suppliers and new suppliers.

8 Seekandmakeuseofspecialistexpertiseinrelation to equality and diversity issues.

9 Ensurethatworkingarrangements,resources and business processes in your area of responsibility respond to different needs,abilities,valuesandwaysofworking.

10 Monitor, review and report to the relevant people on progress in relation to equality of opportunity and diversity within your area of responsibility, identifying required actions and changes to practice.

KU6 Whyitisimportanttomakeequalityanddiversity a priority area and how to do so effectively.

KU7 Whyitisimportanttoleadbyexampleinterms of your behaviour, words and actions supporting a commitment to equality of opportunity and diversity.

KU8 How to recognise when the behaviour, words and actions of others does and does not support a commitment to equality of opportunity and diversity.

KU9 How and where to identify your personal responsibilities and liabilities under equality legislation and any relevant codes of practice.

KU10 The importance of identifying the diversity and needs of your area’s current and potential customers in order to identify areas for improvement and how to do so effectively.

KU11 How to communicate the organisation’s written equality and diversity policy to people whoworkinyourareaofresponsibilityandother relevant parties.

KU12 The importance of implementing an organisation’s written equality and diversity policy and any supporting action plan.

KU13 The type of resources which might be required to support implementation of an equality and diversity policy and any supporting action plan.

KU14 How and when to consult with people in your area of responsibility or their representatives on equality and diversity issues.




Promote equality and diversity in your area of responsibility | SH8

KU15 Sources of specialist expertise in relation to equality and diversity.

KU16 Howtoprovideworkingarrangements,resources and businesses processes in your area of responsibility that respond to different needs, abilities, values and ways of working.

KU17 How to monitor, review and report on progress in relation to equality of opportunity and diversity within your area of responsibility.

Information and Library Services, Archive Services and Records Management knowledge and understanding

KU18 Sector-specificlegislation,regulations,guidelines and codes of practice relating to equality and diversity.

KU19 Equality and diversity issues and developments that are particular to the industry or sector.

KU20 Information sources on equality and diversity in the industry or sector.


KU21 Thevision,objectivesandoperationalplansfor your area of responsibility.

KU22 Theplanninganddecision-makingprocesses within your area of responsibility.

KU23 Theoverallvision,values,objectives,plansand culture of the organisation.





KU24 Thediversityofthepeopleworkinginyourarea of responsibility.

KU25 Your area’s current and potential customers and their needs.

KU26 Other relevant parties with an interest in diversity in your area of responsibility.

KU27 The organisation’s written equality and diversity policy and any accompanying action plan and how they are communicated topeoplewhoworkfortheorganisation,people in your area and to other relevant parties.

KU28 Sources of specialist expertise in relation to equality and diversity used in your area of responsibility.

KU29 The support and resources allocated to and across your area of responsibility to promote equality of opportunity and diversity.

KU30 Employment policies and practices within theorganisation–includingrecruitment,selection, induction, development, promotion, retention, redundancy, dismissal, pay and other terms and conditions.

KU31 Workingarrangements,resourcesandbusiness processes in your area of responsibility.

KU32 Systems in place in your area of responsibility for monitoring, reviewing and reporting on progress in relation to equality of opportunity and diversity.




Promote equality and diversity in your area of responsibility | SH8

KU33 Allocated responsibilities for promoting equality of opportunity and diversity in your area of responsibility and the organisation in general.




Further information


Thestandardisrecommendedforfirstlinemanagersandmiddlemanagers.

Behaviours

The behaviours that underpin this standard require you to demonstrate that you: 1. Use communication styles that are appropriate to different people and situations 2.Understandindividuals’needs,feelingsandmotivationsandtakeanactiveinterestintheir

concerns 3.Encourageandsupportotherstomakethebestuseoftheirabilities 4. Use a range of leadership styles appropriate to different people and situations 5. Show a clear understanding of different customers and their needs 6. Treat individuals with respect and act to uphold their rights 7.Showintegrity,fairnessandconsistencyindecisionmaking 8.Maketimeavailabletosupportothers 9.Complywith,andensureotherscomplywith,legalrequirements,industry

regulations,organisational policies and professional codes.

Terminology

The ‘area of responsibility’ may be, for example, a branch or department or functional area or an operating site within an organisation.





SH9 Work with others to improve customer service


This standard is F8 imported from the Management Standards Centre suite of standards / ICS 39 from the Institute of Customer Service

Standard H9:

Work with others to improve customer service


This standard is about how you develop a relationship with others to improve your customer service performance.Thedeliveryofexcellentcustomerservicedependsonyourskillsandthoseofothers.Itinvolvescommunicatingwithothersandagreeinghowyoucanworktogethertogiveamoreeffectiveservice.Toachievethisunityoumustshowthatyouhaveworkedpositivelywithothers.Youmustalsoshowhowyouhavemonitoredyourjointperformanceandchangedthewayyoudothingstoimprovecustomerservice.

Whenyouareworkingwithyourcustomersyouarenotworkingalone.Behindoralongsideyouthereareothers involved in the process who impact on how well you can deliver your products or services. These individuals may be from within your organisation or from the outside.



SH9.1Work with others to improve customer service: work with others to follow plans for improving customer service



Standard H9.1:

Work with others to improve customer service: work with others to follow plans for improving customer service

The standard

1 Contribute constructive ideas to plans for improving customer service.

2 Identify what you have to do to follow plans toimprovecustomerserviceandconfirmthiswith others.

3 Co-operatewithotherstofollowplanstoimprove customer service.

4 Keep your commitments made to others.

5 Keep others advised of situations that may affect plans to improve customer service.

KU1 Full appreciation of the legal and organisational responsibilities relevant to yourjobrole.

KU2 The rules and regulations of your organisation.

KU3 The position of your organisation in the wider context including:majorcompetitorsofyourorganisation• the effects of legislation on the performance •of your organisation the implications of a change of structure, •products or services for your organisationtheimplicationsofothermarketplace•activities on your organisation.

KU4 what your customers’ rights are and how these rights limit what you are able to do for your customer.

KU5 Thespecificaspectsofhealthandsafety,data protection, equal opportunities, disability discrimination and legislation and regulations that affect the way the products or services you deal with can be delivered to your customers.




Work with others to improve customer service: work with others to follow plans for improving | SH9.1 customer service

KU6 Industry, organisational and professional codes of practice and ethical standards that affect the way the products or services you deal with can be delivered to your customers.

KU7 Any contractual agreements that your customers have with your organisation.

KU8 The products or services of your organisation relevant to your customer service role.

KU9 The guidelines laid down by your organisation that limit what you can do within yourjob.

KU10 The limits of your own authority and when youneedtoseekagreementwithorpermission from others.

KU11 Any organisational targets relevant to your job,yourroleinmeetingthemandtheimplications for your organisation if those targets are not met.

KU12 How to communicate in a clear, polite, confidentwayandwhythisisimportant.

KU13 Whoelseisinvolvedeitherdirectlyorindirectly with your ability to offer your organisation’s products or services.

KU14 The roles and responsibilities of others in your organisation.

KU15 The roles of others outside your organisation who have an impact on the products or services you provide.

KU16 Whatthegoalsortargetsofyourorganisation are in relation to customer service and how these are set.





SH9.2Work with others to improve customer service: monitor your own performance against plans to improve customer service



Standard H9.2:

Work with others to improve customer service: monitor your own performance against plans to improve customer service

The standard

1 Discuss with others how what you do affects their customer service performance.

2 Identifyhowthewayyouworkwithotherscontributes towards meeting plans to improve customer service.

3 Continuously review your own performance with others against plans to improve customer service.

Asknowledgeandunderstanding KU1 to KU16 in standard H9.1 Work with others to improve customer service: work with others to follow plans for improving customer service.




SH9.3Work with others to improve customer service: monitor joint performance against plans to improve customer service



Standard H9.3:

Work with others to improve customer service: monitor joint performance against plans to improve customer service

The standard

1 Discusswithothersjointperformancemeasured against aims to improve customer service.

2 Identifywithothershowjointeffortstofollowplans and achieve aims could be improved.

3 Takeactionwithotherstoimprovejointcustomer service performance.

4 Identifyhowthewayyouworkwithothersimproved customer service for your organisation and for your customers.

Asknowledgeandunderstanding KU1 to KU16 in standard H9.1 Work with others to improve customer service: work with others to follow plans for improving customer service.




Further information


Thestandardisrecommendedforfirstlinemanagers,middlemanagersandseniormanagers.

Evidence requirements

Simulation is not allowed for any performance evidence within this standard. You must supply all the evidenceforthisstandardfromworkyouhavecarriedoutwithothersinyourworkplace.Thecustomersyouare improving service for can be internal or external to the organisation or a combination of both. You must provethatyouhaveimprovedcustomerservicethroughworkingwithotherswhomaybeinternalorexternalto your organisation.

To meet the requirements of this standard you must include evidence of agreeing customer service roles and responsibilitieswhicharepartofyourownjobandhavebeenagreedwithothersaspartoftheirjob.

Theworkyoucarryoutmustshowthatyouhaveworkedwithatleasttwoindividualsfromthefollowinglist:teammembers,colleagues,suppliers,supervisors/managers/teamleaders,servicepartners,manufacturers,individualsfromotherdepartments,individualsfromothersites/regions/countries,individualsfromotherorganisations.Workingwithothersmayinvolveeithermeetingsorexchangesofinformationfromadistance.

You must show how your contribution matters to others and how it affects customer service and others’ contributions matter to you and how they affect customer service.

Yourevidencemustshowthatyouhaveappliedalltheknowledgeandunderstandingrequirementswhenyouareworkingtowardscustomerserviceimprovementswithothers.

Terminology




SH9.3 | Work with others to improve customer service: work with others to follow plans for improving customer service


SH10 Provide learning opportunities for colleagues



Standard H10:

Provide learning opportunities for colleagues


This standard is about supporting colleagues in identifying their learning needs and helping to provide opportunitiestoaddresstheseneeds.Encouragingcolleaguestotakeresponsibilityfortheirownlearningis an aspect of this unit as is your role in providing an ‘environment’, for example, in your team or area of responsibility, in which learning is valued.

The standard

1 Promotethebenefitsoflearningtocolleaguesandmakesurethattheirwillingness and efforts to learn are recognised.

2 Give colleagues fair, regular and useful feedbackontheirworkperformance,discussing and agreeing how they can improve.

3 Workwithcolleaguestoidentifyandprioritise learning needs based on any gaps betweentherequirementsoftheirwork-rolesandtheircurrentknowledge,understandingandskills.


KU1 Thebenefitsoflearningforindividualsandorganisations and how to promote these to colleagues.

KU2 Waysinwhichyoucandevelopan‘environment’ in which learning is valued and willingness and efforts to learn are recognised.

KU3 Whyitisimportanttoencouragecolleaguestotakeresponsibilityfortheirownlearning.

KU4 How to provide fair, regular and useful feedbacktocolleaguesontheirworkperformance.




SH10 | Provide learning opportunities for colleagues

4 Help colleagues to identify the learning style(s) or combination of styles which worksbestforthemandensurethatthesearetakenintoaccountinidentifyingandundertakinglearningactivities.

5 Workwithcolleaguestoidentifyandobtaininformation on a range of possible learning activitiestoaddressidentifiedlearningneeds.

6 Discuss and agree, with each colleague, a development plan which includes learning activitiestobeundertaken,thelearningobjectivestobeachieved,therequiredresources and timescales.

7 Workwithcolleaguestorecogniseandmakeuseofun-plannedlearningopportunities.

8 Seekandmakeuseofspecialistexpertiseinrelation to identifying and providing learning for colleagues.

9 Supportcolleaguesinundertakinglearningactivitiesmakingsureanyrequiredresourcesaremadeavailableandmakingefforts to remove any obstacles to learning.

10 Evaluate, in discussion with each colleague, whether the learning activities they have undertakenhaveachievedthedesiredoutcomesandprovidepositivefeedbackonthe learning experience.

11 Workwithcolleaguestoupdatetheir development plan in the light of performance, any learning activities undertakenandanywiderchanges.

KU5 How to identify learning needs based on identifiedgapsbetweentherequirementsofcolleagues’work-rolesandtheircurrentknowledge,understandingandskills.

KU6 How to prioritise learning needs of colleagues,includingtakingaccountoforganisational needs and priorities and the personal and career development needs of colleagues.

KU7 The range of different learning styles and how to support colleagues in identifying the particular learning style(s) or combination of learningstyleswhichworksbestforthem.

KU8 Different types of learning activities, their advantages and disadvantages and the required resources (for example, time, fees, substitute staff).

KU9 How/wheretoidentifyandobtaininformationon different learning activities.

KU10 Whyitisimportantforcolleaguestohaveawritten development plan and what it should contain(forexample,identifiedlearningneeds,learningactivitiestobeundertakenandthelearningobjectivestobeachieved,timescales and required resources).

KU11 HowtosetlearningobjectiveswhichareSMART(Specific,Measurable,Achievable,RealisticandTime-Bound).

KU12 Sources of specialist expertise in relation to identifying and providing learning for colleagues.

KU13 Whattypeofsupportcolleaguesmightneedtoundertakenlearningactivities,the resources needed and the types of obstacles they may face and how they can be resolved.




Provide learning opportunities for colleagues | SH10

12 Encouragecolleaguestotakeresponsibilityfor their own learning, including practicing andreflectingonwhattheyhavelearned.

KU14 How to evaluate whether a learning activity has achieved the desired learning objectives.

KU15 The importance of regularly reviewing and updating written development plans in the light of performance, any learning activities undertakenandanywiderchanges.

KU16 Howtotakeaccountofequalitylegislation,any relevant codes of practice and general diversity issues in providing learning opportunities for colleagues.


KU17 Industry/sectorrequirementsforthedevelopmentormaintenanceofknowledge,skillsandunderstandingandprofessionaldevelopment.

KU18 Learningissuesandspecificinitiativesand arrangements that apply within your industry/sector.

KU19 Workingcultureandpracticesofyourindustry/sector.


KU20 Relevant information on the purpose, objectivesandplansofyourteamorareaofresponsibility or the wider organisation.

KU21 Theworkrolesofcolleagues,includingthe limits of their responsibilities and their personalworkobjectives.

KU22 Thecurrentknowledge,understandingandskillsofcolleagues.

KU23 Identifiedgapsintheknowledge,understandingandskillsofcolleagues.




SH10 | Provide learning opportunities for colleagues



KU24 Identifiedlearningneedsofcolleagues.

KU25 Learning style(s) or combinations of styles preferred by colleagues.

KU26 The written development plans of colleagues.

KU27 Sourcesofspecialistexpertiseavailablein/to your organisation in relation to identifying and providing learning for colleagues.

KU28 Learning activities and resources available in/toyourorganisation.

KU29 Your organisation’s policies in relation to equality and diversity.

KU30 Your organisation’s policies and procedures in relation to learning.

KU30 Your organisation’s performance appraisal systems.


Provide learning opportunities for colleagues | SH10

Further information



Behaviors

The behaviours that underpin this standard require you to demonstrate that you: 1. Recognise the opportunities presented by the diversity of people 2. Find practical ways to overcome barriers 3. Maketimeavailabletosupportothers 4. Seektounderstandindividuals’needs,feelingsandmotivationsandtakeanactiveinterestin

their concerns 5. Encourageandsupportotherstomakethebestuseoftheirabilities 6. Recognise the achievements and the success of others 7. Inspire others with the excitement of learning 8. Confront performance issues and sort them out directly with the people involved 9. Saynotounreasonablerequests

10. Showintegrity,fairnessandconsistencyindecisionmaking.

Terminology

For the purposes of this standard, ‘colleagues’ means those people for whom you have line management responsibility.




Functional Map for Information and Library Services, Archive Services and Record management

Functional Map for Information and Library Services, Archive Services and Record Management

Introduction

Thisfunctionalmapenablesallthoseworkinginandsupportingrolesintheinformationandlibraryservices,archiveservicesandrecordmanagementsectortoseehowtheirworkfitstogetherandcontributestothebest possible outcomes for those being supported through the information and library services, archive servicesandrecordmanagementworkforce.

What is a functional map?Afunctionalmapisavisualrepresentationofthekeypurposeofagivenworkforceandthefunctionsneededto achieve that purpose.Itprovidesanunderpinningframeworkonwhichnationaloccupationalstandardsarebased.Collectivelythefunctional map and the national occupational standards lead to a shared understanding about what units of assessmenttheworkforceneedsforcareerchoices,progressionandmobility.Theyalsoenableemployersin the sector to support organisational development and performance management systems which ultimately improve outcomes in the information and library services, archive services and record management sector.

Who will use the functional map?Thefunctionalmapwillbeofuseforemployersandstakeholdersintheinformationandlibraryservices,archive services and record management sector.

What is the information and library services, archive services and record management sector?

The purpose of information and library services, archive services and record management:To anticipate, determine, stimulate and satisfy the needs of existing and potential users for access to information in an ethical mannerThefunctionalmapissplitintotwomainsectionsorkeyareas:

A Develop and manage information servicesB Provide information services to users



Section A is concerned with the overall development of information services, and includes functions that cover the design, management, and resourcing of the service. In effect this is the section that deals with the strategic functions of information services. Section B is concerned with the delivery of the information service to users, including the detailed development and promotion of services, including direct contact with users.

The policy context for the information and library services, archive services and record management sector isrelatedtofivesetsofdrivers:

social (such as inclusivity and equality, lifelong learning);•Respectforothers-recognisethatotherpeople–customers,stakeholdersandcolleagues•–havetheirownperspective;understandtheirviewsandconcerns,anddealwiththeminanappropriate manner. Promote equality of opportunity and value diversityCustomerfocus-activelyseektheviewsofcustomersandotherstakeholdersinrelationtothe•servicesprovided;appreciatethattheyeachhavedifferentneedsandexpectationsandthinkabout the impact of services on themContinuousimprovement-deliverthehighestqualityofservicewithintheconstraintsofthe•organisation;seekwaystoimproveservices;innovateandquestionandchangeestablishedpractices;evaluateservicesforqualityandimpact;identifyproblems,seeksolutions,redesignordiscontinue services which are no longer requiredContinuingpersonalservice-takeresponsibilityforownpersonalandprofessionaldevelopment,•ensuringownknowledgeandskillsnecessaryforjobarecurrent;activelyfindoutaboutnewdevelopmentsrelevanttorole/organisationWorkingcollaborativelywithothers-collaborateeffectivelywithothersbothacrossthe•organisationandwithexternalstakeholdersincludingsuppliers;shareinformation,experience,good practice and ideas to help everyone excel at what they doEffectivecommunication–thinkaboutthebestwaytoconveyamessagetoanintended•audience,usingappropriatelanguage;activelyseekandactonfeedback.



Theworkforceemployedinlibraries,archivesandinformationservicescanbeviewedasanoccupationalsectorinitsownrightbutshouldperhapsmorerealisticallybeseenasaworkforcethatcrossestheboundariesofseveraloccupationalsectors,whilebeingrootedinthelifelonglearningsector.Asaworkforce,itconsistsofagroupofoccupationslinkedbythecorefunctionsrelatingtothesourcingandprovisionofinformationtopeople.Thekeyrolesthatareprincipallyrecognisedarethoseoflibrarian,archivistandrecords or information manager. These occupations exist, if not in name then in function, in organisations of all sizes, across all industrial sectors.

DuringthelastfiveyearsInformationServicesworkershavehadtotakeonmoreresponsibilities,anddeal with a far more complex environment. This has meant that there has been a change in the functions undertaken.Thesearebothnewfunctionsandexistingfunctionsthathavebeentransformed,eitherbythe impact of IT or by the new demands placed on the sector, which include management and managing staff in complex environments, programme orientated activities including purchasing, bidding for resources andmarketing,customerservicesandcustomercare,research,search,interpretation,contextualization,presentation and critical appraisal of information, including use of the internet, organising and preserving informationincludingcreatingvirtualnetworks,trainingstaffandcustomerstousetechnologyandinformation, outreach and compliance. However, it would not be expected that an individual would be involved in all these functions.


How was the functional map developed?

The functional map has been developed by Lifelong Learning UK in consultation with the information and libraryservices,archiveservicesandrecordmanagementsector.Itinvolvedamixtureofdeskresearchandspecificconsultationconductedwithkeystakeholders,employersandemployeesworkinginthesector.NOTE: given the split between the Section A and Section B functions, two options have been shown for the development of the functional map:

ahighlevelmap–whichusesSectionAandSectionBasthetwokeyareas–andwhichwill•consulted on a potential internal and an external functional map a more detailed map (which cannot all appear on one page in this exercise), which show the •functionsforthemanagementlevelseparatelyfromtheoperationalleveltoreflectthesubsequentdevelopmentofstandards.However,sincemanyworkingintheArchives,Information&LibraryServicesandRecordsServices/Managementsectorhavefunctionsthatcutacrossthetwosetsoffunctions, internal consultation is required as to whether this is a helpful differentiation within the functional map.



Functional Map for Information and Library Services, Archives Services and Record Management

Key purposeTo anticipate, determine, stimulate and satisfy the needs of existing and potential users for access to information in an ethical manner

A. Develop and manage information services

For B Functions see next page

A1 Establish an information strategy

A2 Develop information services

A3 Introduce information services

A4 Manage resources to introduce and deliver information management



A1.1 Review the information infrastructure of the organisation

A1.2 Establish a strategy for providing information services

A1.3 Determine policies for the management of information services

A2.1 Identify the objectives of the information service

A2.2 Evaluate information services in the organisation

A2.3 Provide options for information services

A2.4 Specify information services

A3.1 Obtain resources to introduce information services

A3.2 Commission information management systems

A3.3 Review the use of information services

A4.1 Recruit people to deliver information services

A4.2 Manage teams, individuals and self

A4.3 Develop teams individuals and self

A4.4 Manage finances to deliver objectives

A4.5 Manage physical and technological resources to deliver objectives

A4.6 Liaise with colleagues and other organisations

A4.7 Manage projects to achieve specific objectives




Key purposeTo anticipate, determine, stimulate and satisfy the needs of existing and potential users for access to information in an ethical manner

B. Provide information services to users

For A Functions see previous page

B1 Promote access to information

B2 Acquire information into the information services

B3 Retain and access information

B4 Provide access to information systems


For B4 & 5 Functions see next page


B1.1 Market information services to users

B1.2 Demonstrate information services to users

B1.3 Provide training for users of information services

B1.4 Provide opportunities for users to access information services

B1.5 Provide facilities to assist users of information services

B2.1 Establish information acquisition processes and procedures

B2.2 Identify information content for the information service

B2.3 Acquire information to meet the requirements of users

B2.4 Receive information into the information system

B3.1 Position information in the information system

B3.2 Protect information during use

B3.3 Withdraw information from use

B3.4 Preserve information for further use

B3.1 Position information in the information system

B3.2 Protect information during use

B3.3 Withdraw information from use

B3.4 Preserve information for further use



B5 Assist users to obtain information

B6 Comply with policies and legislation


For B1 to B4 Functions see previous page


B6.1 Implement the information policies of the organisation

B6.2 Comply with legislation

B6.3 Maintain health and safety in the workplace

B5.1 Identify a user’s requirement for specific information

B5.2 Evaluate information to assist users

B5.3 Undertake searches for users

B5.4 Retrieve information packages for users

B5.5 Retrieve information from information systems

B5.6 Deliver information to users

B5.7 Process transactions for the use of information services

DEvELOPINg ThE LIFELONg LEARNING WORKFORCE OF TODAy…

Approved2008/9

This information is available in alternative formats from Lifelong Learning UK

www.lluk.org [email protected]

Lifelong Learning UK Centurion House24 Monument StreetLONDONEC3R 8AQ

NOS_LAIS_Eng_Final

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