Summary
The primary role of a patient access manager is to act as a liaison between patients and health and or social care facilities. They ensure patients receive appropriate, high-quality care in a timely manner. One responsibility of a patient access manager is to ensure patients have access to the healthcare services they require. This often involves scheduling, registries, admitting procedures and oversight of documentation. A patient access manager supervises daily operations in the registration department. They manage the staff, oversee training and implement policies to improve overall patient experience.
Work Activity Components
| Title | Details |
|---|---|
| Access requests (RMGT)( Level 5) | Conducts and oversees complex record searches, seeking legal guidance when necessary. |
| Advice/guidance (RMGT)( Level 5) | Reviews new change proposals and provides specialist advice on records management. Assesses and manages records-related risks. |
| Controls (RMGT)( Level 5) | Manages access controls for records, including authorising access and approving the release of potentially sensitive information. |
| Policies, procedures and standards (RMGT)( Level 5) | Supports the implementation of records management policies andContributes to the development of policy, standards and procedures for compliance with records-related legislation. Ensures implementation of records management policies covering all aspects of retention and disposal.practices including the approved disposal of records. |
| Information classification/labelling (ANCC) (Level 5) | Oversees information classification/labelling activities providing support to other members of the team as required |
| Standards (ANCC) (Level 5) | Contributes to the development of classification/labelling standards, policies and procedures |
| Career paths and mentoring (PEMT) (Level 5) | Advises individuals on career paths, and encourages pro-active development of skills and capabilities. Provides mentoring to support professional development. |
| Empowerment and role model(PEMT) (Level 5) | Facilitates effective working relationships within and between teams of staff. Motivates groups of staff and teams towards a high level of performance. Engages with, and empowers groups of staff. Acts as a role model for groups of staff, setting a standard, acting professionally at all times and working to a professional code of conduct and ethics. |
| Formal appraisals (PEMT) (Level 5) | Conducts formal appraisals of the performance of team members. Facilitates a dialogue with team members about expectations, progress, performance and development needs. Participates, as appropriate, in formal processes such as compensation negotiations, grievance procedures, and disciplinary procedures. |
| Guidance, performance and feedback (PEMT) (Level 5) | Optimises the performance of people, measuring and reporting on performance against agreed quality and performance criteria. Collects data on the performance of groups of staff. Gives regular feedback to teams and senior staff as to team performance on work packages. |
| Team dynamics (PEMT) (Level 5) | Integrates staff into teams to perform packages of work, taking account of individual and team capabilities. Consider the importance of skill mix within teams. Is sensitive towards team dynamics. |
| Transformation and change (PEMT) (Level 5) | Manages teams involved in significant transformation projects and/or during times of change, aligning change programmes with staff skills and capabilities. Supports staff, through difficult and challenging change programmes. |
| Work allocation, support and delegation (PEMT) (Level 5) | Allocates responsibilities, including supervisory and assigns packages of work to groups of staff. Ensures that work packages are aligned with the particular skills and abilities of teams. Supports teams in the delivery of work packages. Delegates work to individuals and teams, taking full account of skills and capabilities. |
| Communications (ADMN) (Level 5) | Communicates with conviction and clarity in the face of tough negotiations or challenges. Influences external partners, stakeholders and customers to successfully secure mutually beneficial outcomes in terms of time and resources. |
| Correspondence and documents (ADMN) (Level 5) | Responsible for the transcription and production of complex written correspondence. 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 5) | Ensures managers have the information and resources needed to support ongoing processes and changes in processes. |
| Service management (ADMN) (Level 5) | Responsible for the day-to-day management, resource planning and work allocation of the patient access services, ensuring that services are provided in a cost-effective, efficient and sustainable way |
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. |
| Holistic Thinking | The ability to place problems in the context of the wider business landscape or area of interest. Understanding how different business functions work together to achieve shared goals. |
| Influence, Persuasion and Personal Impact | Conveying a level of confidence and professionalism when engaging with stakeholders, influencing positively and persuading others to take a specific course of action when not in a position of authority. |
| Initiative | Being proactive, anticipating opportunities for systems, service or product improvement or development and taking appropriate action(s). |
| Interacting with People | Establishing relationships, contributing to an open culture and maintaining contacts with people from a variety of backgrounds and disciplines. Effective, approachable and sensitive communicator in different communities and cultures. Ability to adapt style and approach to meet the needs of different audiences. |
| Leadership | Clearly articulating goals and objectives, and motivating and leading others towards their achievement. |
| Organisational Awareness | Understanding the hierarchy and culture of own, customer, supplier and partner organisations and being able to identify the decision makers and influencers. |
| Planning and Organisation | Determining a course of action by breaking it down into smaller steps and by planning and resourcing each of these, making allowance for potential problems and escalating if necessary. |
| Providing Direction | Directing others to undertake specified tasks within a defined timescale. |
| Resilience | Demonstrates resilience when working under pressure, displaying a calm and rational approach to the task at hand. |
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. | Proficient in |
| Budgets | Principles, methods, techniques and tools for the preparation and monitoring of budgets to manage costs and ensure cost-effectiveness and value for money. | Proficient in |
| 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. | Proficient in |
| 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. | Familiar with |
| Document Management Techniques | Methods and techniques for the organisation, storage and version control of information in both paper and electronic formats. | Proficient in |
| 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. | Familiar with |
| Legislation | Relevant national and international legislation. | Proficient in |
| 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). | Proficient in |
| 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. | Proficient in |
| 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. | Proficient in |
| 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. | Proficient in |
| 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. | Familiar with |
| Techniques for Effective Meetings | Methods and techniques for running effective meetings and for understanding and influencing the roles played by participants. | Proficient in |
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 Strategic Knowledge of Employing Organisation | Developing a comprehensive understanding of the business environment in which the employing organisation operates and its position, policies and direction in relation to health and care, country and global issues. | Increasing Knowledge |
| 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 |
| Management Development | Undertaking learning and best practice of the skills appropriate to managing all or part of an organisation, including business and financial management, benefits management, people management, management of change and strategic planning. This will require both on and off the job learning and may include participation in an appropriate development programme such as MBA or DMS (Diploma in Management Studies). | Developing Professional Skills |
| Mentoring | Acting as a mentor, advising those for whom there is no direct responsibility, on matters to do with their job role, career and professional development. | Broadening Activities |
| Negotiating and Influencing | Undertaking learning and practice of negotiating with and influencing others. | Developing Professional Skills |
| 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 Advanced 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.