SLUICE ROOMS
walls or reroute services, none of which are ideal. Conversely, when sluice rooms are considered at RIBA Stage 2–3 (or equivalent concept and developed design stages), the correct footprint, drainage falls, ventilation requirements, and service points can be integrated seamlessly. Early planning ensures:
n Proper infection control zoning. n Efficient staff workflow. n Compliance confidence. n Lower lifecycle maintenance costs. n Faster regulatory approval.
In short, early integration protects the project and the budget.
Designing around workflow: clean and dirty separation The single most important principle in sluice room design is workflow. The space must enable a logical progression from dirty to clean, without crossover. Contractors and designers should think in terms of directional flow. A typical compliant workflow includes:
1. Entry with contaminated items (e.g. bedpans, urine bottles).
2. Disposal of waste. 3. Mechanical washing and thermal disinfection via a Bedpan Washer Disinfector.
4. Removal of clean items to designated clean storage. 5. Hand hygiene before exit.
If clean items pass through dirty zones, or if staff cross contaminated areas to reach handwashing facilities, the design fails from an infection control standpoint.
Layout considerations At design stage, you must ensure your concept design considers: n Positioning the bedpan washer on the ‘dirty’ side of the room.
n Installing racking for clean items away from the waste disposal area.
n Ensuring the hand wash basin is accessible at point of exit.
n Avoiding dead-end corners that accumulate contamination.
n Allowing sufficient circulation space for safe handling.
It is also important to remember that even in sluice rooms that have limited space and offer compact layouts, clear zoning must be maintained.
Utilities: the invisible infrastructure that defines the layout Mechanical and electrical services are often what constrain late stage design flexibility. In sluice rooms, utilities dictate the room’s logic. It is important to give proper consideration and intentional planning to the following compulsory prerequisites:
n Water supply Bedpan Washer Disinfectors require specific water pressure and temperature supply. Positioning the water feed incorrectly may: n Restrict machine placement. n Create awkward hose runs. n Interfere with workflow. n Complicate maintenance access.
Bringing services in at the wrong wall can force layout compromises.
n Drainage Drainage falls are critical. Poorly positioned waste outlets can result in: n Backflow risk. n Standing water. n Odour issues. n Non-compliance.
Drainage should be designed with equipment placement confirmed and not guessed.
n Electrical supply
Dedicated electrical circuits are often required. Consider: n Proximity to water sources. n IP ratings. n Maintenance access. n Isolation switches.
Electrical points positioned without reference to final layout can disrupt clean/dirty zoning.
n Ventilation Sluice rooms generate humidity and odour. Proper extraction is essential to maintain negative pressure where required to ensure air-borne bacteria does not enter other areas. Again, this must be engineered early.
n Location within the building: strategic positioning Beyond internal layout, the room’s position within the wider facility matters. Consider: n Proximity to patient bedrooms or wards. n Accessibility for staff without crossing public areas. n Separation from kitchens or clean utility rooms. n Noise control from Bedpan Washer Disinfector operation.
Poor location planning can lead to operational inefficiencies long after handover.
Compliance and CQC sign-off: avoiding costly delays The CQC assesses whether environments are safe, clean and suitable for purpose. While CQC does not design buildings, inspectors expect facilities to meet recognised infection prevention standards. A non-compliant sluice room can result in:
n Requirement notices. n Delayed occupancy.
Workflow diagram illustrating the correct operational process within a sluice room to support infection control and maintain clear separation between clean and dirty areas.
Claire Durant-Liley
Claire Durant-Liley is the business manager of Stanbridge Limited, where she oversees the company’s day-to-day operations with precision and dedication. Since joining, Claire has become a cornerstone of the team, ensuring seamless processes and operational excellence. Her true passion lies in customer support, where she excels in building strong relationships and delivering outstanding service. Claire is also committed to being a trusted industry resource, offering guidance and support to clients. Her hands-on approach and customer-focused mindset are pivotal to Stanbridge’s reputation as a leader in infection control solutions.
October 2026 Health Estate Journal 173
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