PL EN
REVIEW PAPER
Role and responsibilities of a medical coordinator in the light of Polish legislation and foreign experiences
 
More details
Hide details
1
Department of Social Medicine and Public Health, Medical University, Warsaw, Poland
2
Medical and Diagnostic Centre, Siedlce, Poland
3
Faculty of Law and Administration, Kazimierz Puławski University of Technology and Humanities, Radom, Poland
CORRESPONDING AUTHOR
Magdalena Bogdan   

1Department of Social Medicine and Public Health, Medical University, Warsaw, Poland
 
Med Og Nauk Zdr. 2021;27(2):87–91
 
KEYWORDS
TOPICS
ABSTRACT
Introduction and objective:
Coordinated care has been defined as a function that helps ensure satisfaction of patient’s needs. Coordinated care maximizes the value of services provided to patients by facilitating effective, safe and high-quality services and improving healthcare outcomes.The article analyzes the phenomenon of interpretation of a coordinator’s responsibilities by service providers, especially due to the Rapid Oncology Therapy programme in Poland. The scope of medical care coordination in Poland is compared with the United Kingdom and The Netherlands, among others

Brief description of the state of knowledge:
The role of the medical coordinator was introduced into the Polish legislation for the first time in 2014 as the coordinator of oncological treatment. There are various interpretations among Polish healthcare providers with regard to duties of a coordinator, but there is no model on which certain patterns could be built. Most coordinators work together with the hospital medical staff and organizational units, take care of the completeness of the documentation in order to correctly settle oncological services, coordinate the treatment plan established by the medical council, provide the patient with information related to further treatment, participate in medical council meetings,and issue the Diagnostic and Oncological Treatment Card (Karta Diagnostyki i Leczenia Onkologicznego – DiLO). Countries including the UK and The Netherlands are examples of effective implementation of coordinated primary care due to their high level of medical resource management.

Conclusions:
In order to make full use of the potential of cancer treatment coordinators, it is necessary to provide them with greater opportunities to cooperate with the patient, rather than independently.

 
REFERENCES (32)
1.
Simon M, Choudhry NK, Frankfort J, et al. Exploring Attributes of High-Value Primary Care. Ann Fam Med. 2017; 15(6): 529–34. doi: 10.1370/afm.2153.
 
2.
Bodenheimer T, Ghorob A, Willard-Grace R, et al. The 10 building blocks of high-performing primary care. Ann Fam Med. 2014; 12(2): 166 –71. doi: 10.1370/afm.1616.
 
3.
Baxter S, Johnson M, Chambers D, et al. The effects of integrated care: a systematic review of UK and international evidence. BMC Health Serv Res. 2018; 18(1): 350. doi: 10.1186/s12913-018-3161-3.
 
4.
Forum NQ. NQF-Endorsed Definition and Framework for Measuring Care Coordination 2006; https://www.tnaap.org/document.... (access: 16.02.2020).
 
5.
Minister Zdrowia. Rozporządzeniu ministra zdrowia z dnia 20 października 2014 r. zmieniającym rozporządzenie w sprawie świadczeń gwarantowanych z zakresu leczenia szpitalnego (Dz.U. 2014 poz. 1441). 2014.
 
6.
Szybka Terapia Onkologiczna. Koordynator. PakietOnkologiczny.gov.pl; https://pacjent.gov.pl/system-... (access: 15.02.2020).
 
7.
Minister Zdrowia. § 4. Rozporządzenie Ministra Zdrowia z dnia 24 maja 2019 r. zmieniające rozporządzenie w sprawie świadczeń gwarantowanych z zakresu leczenia szpitalnego (DzU 2019 poz. 1062). 2019.
 
8.
Art. 11. Minister Zdrowia. Ustawa z dnia 27 października 2017 r. o podstawowej opiece zdrowotnej (DzU 2017 poz. 2217). 2017.
 
9.
Art. 14. Minister Zdrowia. Ustawa z dnia 27 października 2017 r. o podstawowej opiece zdrowotnej (DzU 2017 poz. 2217). 2017.
 
10.
Art. 14 . Minister Zdrowia. Ustawa z dnia 27 października 2017 r. o podstawowej opiece zdrowotnej (DzU 2017 poz. 2217). 2017.
 
11.
Freund T, Everett C, Griffiths P, et al. Skill mix, roles and remuneration in the primary care workforce: Who are the healthcare professionals in the primary care teams across the world? Int J Nurs Stud. 2015;52(3):727–43. DOI: 10.1016/j.ijnurstu.2014.11.014.
 
12.
Doekhie KD, Buljac-Samardzic M, Strating MMH, et al. Who is on the primary care team? Professionals’ perceptions of the conceptualization of teams and the underlying factors: a mixed-methods study. BMC Fam Pract. 2017; 18(1): 111. doi: 10.1186/s12875-017-0685-2.
 
13.
Jaruseviciene L, Liseckiene I, Valius L, et al. Teamwork in primary care: perspectives of general practitioners and community nurses in Lithuania. BMC Fam Pract. 2013; 14(1): 118. doi: 10.1186/1471-2296-14 -118.
 
14.
Edwards ST, Rubenstein LV, Meredith LS, et al. Who is responsible for what tasks within primary care: Perceived task allocation among primary care providers and interdisciplinary team members. Healthc (Amst). 2015; 3(3): 142–149. doi: 10.1016/j.hjdsi.2015.05.002.
 
15.
Parker S, Fuller J. Are nurses well placed as care co-ordinators in primary care and what is needed to develop their role: a rapid review? Health Soc Care Community. 2016; 24(2): 113–22. doi: 10.1111/hsc.12194.
 
16.
Kita A. Założone i rzeczywiste funkcje koordynatora leczenia onkologicznego w polskim systemie ochrony zdrowia. Psychoonkologia. 2018; 22(3): 107–12.
 
17.
Fundacja Onkologia 2025. Koordynatorzy. Kim są i jaką funkcję pełnią koordynatorzy pacjenta onkologicznego? Wyniki badania ankietowego. 2020. http://onkologia2025.pl/userfi... (access: 16.02.2020).
 
18.
Belbin M. Twoja rola w zespole. Gdańskie Wydawnictwo Psychologiczne; 2008.
 
19.
OECD/European Observatory on Health Systems and Policies. United Kingdom: Country Health Profile 2019, State of Health in the EU. OECD Publishing, 2019.
 
20.
Stokes J, Checkland K, Kristensen SR. Integrated care: theory to practice. J Health Serv Res Policy. 2016; 21(4): 282–285. doi: 10.1177/1355819616660581.
 
21.
Krishnan S, Nash F, Baker N, et al. Reduction in diabetic amputations over 11 years in a defined UK population: benefits of multidisciplinary team work and continuous prospective audit. Diabetes care. 2008; 31(1): 99–101. doi: 10.2337/dc07-1178.
 
22.
Griffiths P, Murrells T, Maben J, Jones S, Ashworth M. Nurse staffing and quality of care in UK general practice: cross-sectional study using routinely collected data. Br J Gen Pract. 2010; 60(570): e36-e48. doi: 10.3399/bjgp10X482086.
 
23.
National Health Service England. The NHS Long Term Plan. 2019. https://www.longtermplan.nhs.u... (access: 16.02.2020).
 
24.
Wiegers T, Hopman P, Kringos D, et al. NIVEL Overzichtstudies: de eerste lijn. 2011. https://www.nivel.nl/sites/def... (access: 16.02.2020).
 
25.
Kroneman M, Boerma W, et al. Netherlands: Health System Review. Health Syst Transit. 2016; 18(2): 1–240.
 
26.
Engels Y, Mokkink H, Van den Hombergh P, et al. Het aantal taken van de praktijkassistente in de huisartsenpraktijk is toegenomen. Huisarts Wet. 2004; 47(7): 325–330.
 
27.
Cramm JM, Nieboer AP. In the Netherlands, rich interaction among professionals conducting disease management led to better chronic care. Health Aff (Millwood). 2012; 31(11): 2493–500. doi: 10.1377/h lt ha ff.2011.1304.
 
28.
Starfield B. Primary care: concept, evaluation, and policy. Oxford University Press; 1992.
 
29.
Kurzyńska E. Efekty programu KOS-zawał: co wiemy po dwóch latach?. Puls Medycyny; 2019. https://pulsmedycyny.pl/efekty.... (access 16.02.2020).
 
30.
Gittell JH. Transforming relationships for high performance: The power of relational coordination: Stanford University Press; 2016.
 
31.
Sargeant J, Loney E, Murphy G. Effective interprofessional teams: „contact is not enough” to build a team. J Contin Educ Health Prof. 2008; 28(4): 228–234. doi: 10.1002/chp.189.
 
32.
Ghorob A, Bodenheimer T. Building teams in primary care: A practical guide. Fam Syst Health. 2015; 33(3): 182–192. doi: 10.1037/fsh0000120.
 
eISSN:2084-4905
ISSN:2083-4543