Strategic (high-level) cleaning plan
Statement of intent
This document sets out a professional and effective
approach for NHS organisations to deliver a clean and safe environment for
everyone using healthcare facilities by:
a) Contributing to and supporting trust
HCAI control mechanisms.
b) Implementing a whole system approach
that includes all healthcare and associated professionals.
Accountability
Whilst final accountability
for all aspects of cleanliness lies with the Chief Executive and the trust board,
there is a designated board member accountable for reporting to the trust board
and ensuring, in liaison with the director of infection prevention and control,
that proper systems and processes are in place to achieve high standards of
cleanliness which will support the following:
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Strategic cleaning plan
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Operational
cleaning plan
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Annual cleaning action plan
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Reporting progress
(e.g. clinical/corporate governance
committee)
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Trust
board
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Review
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Governance and risk
This strategic plan supported by the
operational cleaning plan will enable trusts to achieve compliance with all
relevant legislation and guidance and fits within the trust’s organisational
governance and risk management framework.
A trust’s operational cleaning plan
must take account of:
·
Compliance with safe practice notices and management action
plans.
·
The national specification for
cleanliness
(2007), Revised Guidance on contracting
for cleaning (2004), current legislation, codes of practice and best practice.[1]
·
Demonstrating due diligence.
·
Evidence based practice.
·
The trust’s responsibility in ensuring competency, through
training for all levels of individuals commensurate with their roles and
responsibility in providing a clean environment.
Trusts need to be able to demonstrate
that healthcare premises and vehicles are clean and that risks from inadequate
or inappropriate cleaning have been minimised. All cleaning related risks
should be identified and managed on a consistent long-term basis, irrespective
of where the responsibility for providing cleaning services lies and if
necessary entered onto the risk register.[i]
This outcome can be used as a basis for
developing service level agreements; benchmarking; and establishing the right
staffing levels.
Process
and delivery
The
strategic plan must be reinforced and supported by:
Senior level
multi-disciplinary management group
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An operational cleaning plan
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Annual
cleaning action plan
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Performance management systems
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An
accountability review
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Finance
and resource
Many
factors affect the investment needs of a particular area, including age, levels
of maintenance, and clinical speciality. Sufficient resources should be
allocated for cleaning and investment must recognise this. The trust board must
also acknowledge that adequate investment is required for additional cleaning
if there is an outbreak of infection or contamination.[ii]
Outcome
“A clean environment provides the right
setting for good patient care practice and good infection control. It is
important for efficient and effective healthcare.”[iii]
The trust’s board support of the
strategic plan will ensure that the trust complies with the code of practice
for the prevention and control of Health Care Associated Infection’s (HCAI)
cleaning element. It sets out criteria
by which managers of NHS organisations should ensure that patients are cared
for in a clean environment, so that the risk of HCAI is kept as low as
possible.[iv] Additionally it will help reduce the
risks associated with poor standards of cleanliness, demonstrate due diligence
and promote a more consistent and high quality output that patients, public and
staff will notice and appreciate.
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