Making Legs Matter: A Case for System Change and Transformation in Lower-Limb Management
Making Legs Matter: A Case for System Change and Transformation in Lower-Limb Management
This document has been developed by representatives of the UK based Legs Matter coalition and the Journal of Wound Care. There is an opportunity to create transformation in lower-limb management that has been needed for some time, but first, there is a need to debunk common beliefs and misconceptions among commissioners, healthcare providers, and industry leaders, and spell out the potential for change. This document assists in this process.
The document is divided into sections.
Section 1
The first section describes Legs Matter’s commitment to challenge and transform the current system, which has created unacceptable human and financial costs.
It establishes the need for this consensus document, spells out its objectives, and highlights the urgency for transformation.
Section 2
Section 2 focuses on the management of chronic oedema/lymphoedema, leg ulcers, peripheral arterial disease, and diabetic foot ulcers (DFUs). It identifies the
issues in current practice and the consequences of leaving these unaddressed—a devastating impact on patients, their families, and the health and social care system.
Section 3
The third section sees the glass half full, in that most of the tools needed to solve the lower-limb management challenge are already there. Several national strategies, local guidelines, and measuring instruments can help achieve this—there is no need to reinvent the wheel. Yet the problem remains unsolved.
Section 4
Section 4 states that commissioners, healthcare providers, and industry leaders should collectively embrace the need for change and not allow any existing beliefs to get in the way of this action occurring. Before the system can change, some common misconceptions should be debunked.
Section 5
The last section summarises the things which can be done immediately to begin the process of change. The first step is for commissioners, healthcare providers, and industry leaders to recognise there is a problem. Acknowledging poor-quality care can drive the case for change.
