Summary
The Deputy Patient Access Manager supports the Patient Access Manager in the development and provision of a comprehensive, high quality, patient centred care service within the resources available.
The post holder would be expected to liaise and engage with the non-clinical and clinical colleagues to ensure that service level agreement activity levels and quality standards are maintained across the organisation.
Work Activity Components
| Title | Details |
|---|---|
| Access requests (RMGT)( Level 4) | Conducts complex or sensitive searches for records to address authorised requests. |
| Advice/guidance (RMGT)( Level 4) | Provides advice and guidance to enable appropriate records management practices to be adopted across the organisation. |
| Controls (RMGT)( Level 4) | Monitors and reports on the implementation of effective controls for records management including metadata and access controls. |
| Policies, procedures and standards (RMGT)( Level 4) | Supports the implementation of records management policies and practices including the approved disposal of records. |
| Information classification/labelling (ANCC) (Level 4) | Assigns classifications/labels to highly complex information |
| Standards (ANCC) (Level 4) | Contributes to the development of classification/labelling processes and guidelines |
| Career paths and mentoring (PEMT)(Level 4) | Coaches colleagues in developing target skills and capabilities in line with team and personal goals. |
| Empowerment and role model (PEMT) (Level 4) | Facilitates effective working relationships between team members. Motivates team members to maintain a high level of performance. Engages with, and empowers team members. Acts as a role model for individuals and team members, setting a standard, acting professionally at all times and working to a professional code of conduct and ethics. |
| Formal appraisals (PEMT) (Level 4) | Conducts formal appraisals of the performance of team members. Facilitates a dialogue with team members about expectations, progress, performance and development needs. |
| Guidance, performance and feedback (PEMT)(Level 4) | Provides direction, support and guidance as necessary, in line with individual's skills and abilities and role expectations. Sets achievable goals, monitors and acknowledges performance. Makes learning recommendations to support individual and team development. Collects data on individual and team performance. Gives regular feedback to team members and leads them to achieve their full potential. |
| Team dynamics (PEMT) (Level 4) | Integrates staff into teams to perform packages of work, taking account of individual and team capabilities. Considers the importance of skill mix within teams and is sensitive towards team dynamics. |
| Work allocation, support and delegation (PEMT) (Level 4) | Allocates routine tasks and assigns project work to individuals, according to their particular skills, capabilities, and development needs. |
| Communications (ADMN) (Level 4) | Liaises and organises across functions, assisting the team/manager to ensure timely and accurate communications. |
| Correspondence and documents (ADMN) (Level 4) | Responsible for the transcription and production of written correspondence as directed. Prepares correspondence for approval/signature and ensures all correspondence is correctly dated, referenced and filed according to standard procedures. |
| Policies, processes and procedures (ADMN) (Level 4) | Updates and maintains office policies and procedures. Sets up and provides detailed guidance on software, procedures, processes, tools and techniques for administration and workplace productivity. |
| Service management (ADMN) (Level 4) | Accepts requests for support and assesses current workload and priorities. Ensures that services are prioritised and resourced accordingly. |
Behavioural Skills
| Title | Details |
|---|---|
| Attention to Detail | Applying specific quality standards to all tasks undertaken to ensure that deliverables are accurate and complete. |
| Customer Focus | Understanding the needs of the internal or external customer and keeping these in mind when taking actions or making decisions. |
| Delegation | Delegating tasks, responsibilities and authorities effectively. |
| Flexibility | Taking account of new information or changed circumstances and/or business requirements and modifying response to a problem or situation accordingly. |
| Follow-up and Monitoring | Checking progress against targets, taking action to resolve exceptions/ issues and reporting and escalating where necessary. |
| Initiative | Being proactive, anticipating opportunities for systems, service or product improvement or development and taking appropriate action(s). |
| Interacting with People | Establishing relationships, contributing to an open culture and maintaining contacts with people from a variety of backgrounds and disciplines. Effective, approachable and sensitive communicator in different communities and cultures. Ability to adapt style and approach to meet the needs of different audiences. |
| Organisational Awareness | Understanding the hierarchy and culture of own, customer, supplier and partner organisations and being able to identify the decision makers and influencers. |
| Planning and Organisation | Determining a course of action by breaking it down into smaller steps and by planning and resourcing each of these, making allowance for potential problems and escalating if necessary. |
| Providing Direction | Directing others to undertake specified tasks within a defined timescale. |
| Resilience | Demonstrates resilience when working under pressure, displaying a calm and rational approach to the task at hand. |
| Teamwork | Working collaboratively with others to achieve a common goal. |
Technical Skills
| Title | Details | Depth |
|---|---|---|
| Corporate, Industry and Professional Standards | Applying relevant standards, practices, codes, and assessment and certification programmes to the specific organisation or business domain. | Familiar with |
Other Skills
| Title | Details | Depth |
|---|---|---|
| Appraisal Techniques | Methods and techniques for appraising an individual's performance and potential. | Familiar with |
| Budgets | Principles, methods, techniques and tools for the preparation and monitoring of budgets to manage costs and ensure cost-effectiveness and value for money. | Familiar with |
| Coaching Techniques | Methods and techniques for coaching individuals or groups by a balanced combination of support and direction, which could include use of virtual learning environments plus add-ons to augment feedback specific to work items, workflow or career plans. | Familiar with |
| Data Protection | Principles, practices, tools and techniques to ensure data protection. | Familiar with |
| Desktop Software | The use of everyday desktop software. | Proficient in |
| Disciplinary Issues and Procedures | Managing episodes of unsatisfactory behaviour or performance in accordance with appropriate policies and legislative conformance. Includes changes to circumstances, such as sickness, disability and other personal issues. | Aware of |
| Document Management Techniques | Methods and techniques for the organisation, storage and version control of information in both paper and electronic formats. | Familiar with |
| Information Assurance Methods and Tools | Information assurance methods, tools and techniques (including the Caldicott Principles) used to protect the integrity, availability, authenticity, non-repudiation and confidentiality of user data and manage the risks related to the use, processing, storage, and transmission of information. | Aware of |
| Legislation | Relevant national and international legislation. | Familiar with |
| Letter Writing Techniques | Format, style and content of letters for various purposes, including legal notice. | Proficient in |
| Performance Monitoring | Identifying, agreeing and monitoring (usually by face-to-face interviews) objectives and deliverables with individuals. Identifying under-performance issues against agreed quality standards and performance criteria. Identifying gaps in capability and causes, disciplinary or ability-related (needing assistance, training or other support). | Familiar with |
| Presentation Techniques | Methods and techniques for delivering effective and accessible presentations, either face-to-face or online within various contexts and to a variety of audiences. | Familiar with |
| Resource Allocation | The effective and efficient routine deployment of resources, (but also including reassessment and reallocation in a dynamic multi-project environment), to achieve optimum results. | Familiar with |
| Stakeholder Engagement | Establishing relationships, analysing perspectives and managing stakeholders from a variety of backgrounds and disciplines. Adapting stakeholder engagement style to meet the needs of different audiences. The identification of key business stakeholders and an assessment of their level of power and interests, and their perspectives to inform the way(s) in which they should be considered and managed. | Familiar with |
| Team Dynamics | Knowledge and understanding of the psychological and environmental forces that influence the direction of team behavior and performance and the tools and techniques to improve team cohesion and performance. | Aware of |
| Techniques for Effective Meetings | Methods and techniques for running effective meetings and for understanding and influencing the roles played by participants. | Familiar with |
Training
| Title | Details |
|---|---|
| Coaching | Concepts, methods and techniques for providing coaching in subject specialisms to individuals or groups (e.g. GROW model). |
| Mentoring | Methods and techniques for providing mentoring support to less experienced individuals. |
| Security Awareness | Tools and techniques to help users and employees understand the role they play in helping to combat information security breaches and for IT and security professionals to prevent and mitigate risk. |
Professional Development Activity (PDA)
| Title | Details | PDA Group |
|---|---|---|
| Deputising | Standing in for supervisor or manager on a temporary basis during periods of absence. | Broadening Activities |
| Gaining Knowledge of Activities of Employing Organisation | Developing an understanding of the potentially diverse range of activities (service, governance, administrative, regulatory, commercial, charitable, industrial, etc.) undertaken by the employing organisation. | Increasing Knowledge |
| Job Shadowing and Special Assignments | Undertaking temporary periods or secondments in other roles, particularly those that offer a new perspective on own function or exposure to other environments and cultures. | Broadening Activities |
| Negotiating and Influencing | Undertaking learning and practice of negotiating with and influencing others. | Developing Professional Skills |
| Participation in Professional Body Affairs | Taking an active part in professional body affairs at branch, specialist group, committee or board level. | Participation in Professional Activities |
Qualification Components
| Title | Awarding Bodies |
|---|---|
| FEDIP Senior Practitioner | The Federation for Informatics Professionals |
The Professional Body Responsible for this job family is IHRIM. This job role profile was created in collaboration with BCS, using Role Model Plus.