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A comprehensive, integrated approach to quality improvement and capacity building in burn care and prevention in low and middle-income countries: An overview.

Authors
  • Potokar, T1
  • Bendell, R2
  • Chamania, S3
  • Falder, S4
  • Nnabuko, R5
  • Price, P E6
  • 1 Interburns, Welsh Centre for Burns and Plastic Surgery, Swansea, Wales, UK; Centre for Global Burn Injury Policy and Research, Swansea University, Wales, UK. Electronic address: [email protected]
  • 2 Interburns, Welsh Centre for Burns and Plastic Surgery, Swansea, Wales, UK.
  • 3 Interburns, Welsh Centre for Burns and Plastic Surgery, Swansea, Wales, UK; Choithram Hospital and Research Centre, Indore, Madhya Pradesh, India. , (India)
  • 4 Interburns, Welsh Centre for Burns and Plastic Surgery, Swansea, Wales, UK; Alder Hey Children's NHS Foundation Trust, Liverpool, UK.
  • 5 Interburns, Welsh Centre for Burns and Plastic Surgery, Swansea, Wales, UK; Mercy Clinics Enugu Nigeria, Federal University Teaching Hospital Abakaliki, Nigeria. , (Niger)
  • 6 Interburns, Welsh Centre for Burns and Plastic Surgery, Swansea, Wales, UK; Centre for Global Burn Injury Policy and Research, Swansea University, Wales, UK.
Type
Published Article
Journal
Burns : journal of the International Society for Burn Injuries
Publication Date
Dec 01, 2020
Volume
46
Issue
8
Pages
1756–1767
Identifiers
DOI: 10.1016/j.burns.2020.05.029
PMID: 32616426
Source
Medline
Keywords
Language
English
License
Unknown

Abstract

Consistent evidence has emerged over many years that the mortality and morbidity outcomes for burn patients in low and middle-income countries (LMICs) lag behind those in more resource rich countries. Interburns is a charity that was set up with the aim of working to reduce the disparity in the number of cases of burns as well as the outcomes for patients in LMICs. This paper provides an overview of a cyclical framework for quality improvement in burn care for use in LMICs that has been developed using an iterative process over the last 10 years. Each phase of the process is outlined together with a description of the tools used to conduct a gap analysis within the service, which is then used to frame a programme of capacity enhancement. Recent externally reviewed projects have demonstrated sustained improvement with the use of this comprehensive and integrated approach over a three-year cycle. This overview paper will be supported by further publications that present these results in detail. Copyright © 2020 The Author(s). Published by Elsevier Ltd.. All rights reserved.

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