Norovirus Outbreak Report 2011/12 - The Royal Wolverhampton ...

The Royal Wolverhampton Hospitals NHS TrustFigure 4. Epidemic curve during Ward D6 outbreak by onset of illness, May2012 (n=20).Although the full financial cost of the outbreaks cannot be quantified for the Trust, certaincosts can be reported.Under the National Payment by Results tariff the Trust would receive excess bed dayincome from the PCT if a certain healthcare resource group (HRG) lasts longer than theDepartment of Health expects (in addition to spell income received).Royal Wolverhampton Hospitals’ excess bed day income for 2012-13 is expected to be£235 per bed day. This amount can be used to calculate an estimated loss of income of£84,800 due to the 361 beds closed during the period.Further costs have been incurred from bio-decontamination of areas in the hospital affectedby Norovirus. The cost of hydrogen peroxide vapour (HPV) has been calculated to beapproximately £35,000 for the period of the outbreaks, excluding staff time.Other indeterminate costs include staff absent from work due to Norovirus. 161 staffreported as sick with symptoms during the time period of the outbreaks. Of these, 61 weresymptomatic on wards, which would likely lead to additional costs of ward decontamination.Staff are not allowed to return to clinical areas for at least 48 hours after their symptomscease. This meant that wards may have had to hire bank staff to fill these roles duringabsences.Costs for additional personal protective equipment have been incurred.The Infection Prevention Team have sustained an increase in staff expenditure during theoutbreak period attributed to staff being on call at weekends and bank holidays.POST OUTBREAK ANALYSISThe root cause analysis investigations and post outbreak analysis identified promptrecognition and reporting of symptomatic patients to the Infection Prevention Team by wardstaff as an area of best practice. It enabled prompt closure of bays or ward areas as acontainment measure and enabled the Outbreak Management Committee to meet andcommence a coordinated approach without delay. The Infection Prevention Team worked aseven day rota to enable support for staff at the acute site and in care homes to supportstaff to prevent unnecessary admissions through the emergency portals. Communication