A Matrons Charter - The National Specifications for Cleanliness in the NHS April 2007

A Matrons Charter: An Action Plan for leaner Hospitals

Building on the undertaking Towards cleaner hospitals and lower rates of infection to give matrons and nurses at ward level the practical advice and power to ensure high standards are maintained.

A Matrons Charter: An Action Plan for Cleaner Hospitals has 10 commitments:

1. Keeping the NHS clean is everybody’s responsibility.

2. The patient environment will be well-maintained, clean and safe.

3. Matrons will establish a cleanliness culture across their units.

4. Cleaning staff will be recognised for the important work they do. Matrons will make sure cleaning staff feel part of the ward team.

5. Specific roles and responsibilities for cleaning will be clear.

6. Cleaning routines will be clear, agreed and well-publicised.

7. Patients will have a part to play in monitoring and reporting on standards of cleanliness.

8. All staff working in healthcare will receive education in infection control.

9. Nurses and infection control teams will be involved in drawing up cleaning contracts, and matrons have authority and power to withhold payment.

10. Sufficient resources will be dedicated to keeping hospitals clean.

Infection control

The chief executive of each NHS trust is responsible for ensuring that there are effective arrangements for infection control throughout the trust. A director of infection prevention and control has been appointed in every NHS trust to help their healthcare setting meet this requirement.

These specifications support local risk management plans by assessing the effectiveness of cleaning programmes. The director of infection prevention and control and the local infection control committee, infection control teams and nurses must be involved in their use and regularly appraised of the results of assessment, and monitoring and audit findings. Crucial to the success of cleaning services is that the issues of personal responsibility and accountability are addressed. Key personnel should have reflected in their objectives the deliverable outcomes for cleanliness to ensure that it is incorporated into the trust’s core business through performance frameworks and that they are held to account for their elements of it.