Ms Nicola Herbert2
1Serco, Sydney, Australia, 2Fiona Stanley Hospital, Murdoch, Australia
Biography:
Nicola is an Infection Control Advisor with Serco at Fiona Stanley Hospital, bringing 15 years of IPC experience. She has led IPC programs and outbreak response teams and is passionate about elevating the role of infection prevention across diverse teams and industries through collaboration, education, and practical, evidence-based strategies.
Abstract:
The Serco managed Linen Service at Fiona Stanley Hospital (FSH) has achieved significant improvements in linen management through the efforts of a dedicated team of key stakeholders.
Using innovative systems and technology, including the Roll-on Roll-off (RORO) delivery model and Radio Frequency Identification (RFID) technology, the service ensures efficiency and safety. The RORO model provides continuous supplies while RFID technology automates linen traceability and optimises usage.
The RFID system has identified trends in lost linen with the potential for increased infection control risks, environmental impact, and significant financial costs; a lost linen committee has been convened to minimise lost linen.
A multi-pronged approach has been implemented, including RFID auditing, targeted communications, new posters, roadshows, and the development of an e-learning module “Why Lost Linen Matters.”
A comprehensive engagement program with the hospital workforce aims to change human behaviours such as hoarding linen for “just in case,” using towels to mop up spills, and staff wearing hospital scrubs home.
The results for the last financial year translate to increased linen availability, reduced waste, and substantial cost avoidance. Audit results suggest improvements in human behaviours with less hoarding and linen going to waste, however, reports suggest that some staff continue to wear hospital scrubs home.
Combining technology and teamwork, the service has surpassed targets and demonstrates a commitment to excellence. The lost linen committee continues to meet regularly acknowledging that changing staff behaviours is an ongoing process that requires consistent engagement, clear communication, supportive leadership, and data-informed strategies to sustain meaningful change.