Getting the word out about your cleaning business to prospective clients can be tough, especially when there are hundreds of businesses to compete against. Most cleaning companies rely on generic flyers, emails, calls, and texts for advertising. According to a 2025 survey of 2,000 consumers conducted by Handwrytten, survey respondents ranked phone calls as the most annoying form of communication from businesses, followed by generic flyers. On the other hand, 38% of survey respondents said that it would be surprising to receive handwritten cards and notes from businesses, and only 4% would find it annoying. This suggests it is time to stop reaching out to clients using the same old methods and with the same old messaging. Cleaning companies likely believe that it would take a massive amount of time, effort, and resources to send their clients handwritten notes. However, there are services that can take over that task. Crafting and writing the letter Most handwritten card and letter services utilize artificial intelligence (AI) to help the company quickly craft a thoughtful and proactive message to current and potential clients. Although technology will help you capture your audience, you can still add in personal touches so it’s not a stoic and stiff message. When using AI to craft messaging to clients, make sure you have a clear call to action. Craft a message around the reliability of the company and the peace of mind you can offer clients, as well as the time and money saved. Make sure to call out any discounts or sales that are active as well, so clients are motivated to quickly take advantage of them. After you have crafted the message, the handwritten card and letter services will use robots armed with pens to put your message on paper. The services also seal up the envelopes and send out the notes for you. This service can save cleaning and maintenance companies a significant amount of time and money compared to doing the handwritten notes internally. Generating customer appreciation According to the Handwrytten survey, only 12% of consumers feel businesses appreciate them for being a client. Utilizing handwritten notes for client communication can help improve customer relationships by making them feel like they are valued instead of just another name on a contact sheet. Skip the generic emails that prompt potential clients to click the delete button and the flyers they throw in the trash. Instead, consider handwritten notes to boost your business and drive customer retention.
Sustainability reporting is becoming the next evolution of business intelligence. Traditional financial reporting helps organizations understand what already happened. Sustainability metrics help them better understand future risks and opportunities, information that is crucial for business decisions. Advocate for your cause Companies that better understand risk may have a competitive advantage. This is where advocacy comes into play. The cleaning industry cannot afford to simply react to new regulations, labor discussions, chemical policies, or procurement standards after decisions have already been made. Our industry must help shape practical policies that recognize operational realities. Effective advocacy not only influences policy; it helps businesses succeed by providing practical resources, training, and guidance. Advocacy must also focus on elevating the industry’s professionalism and protecting its workforce. Greater investment in training, safety, career development, fair wages, and appropriate benefits can improve retention while strengthening service quality across the industry. In addition, the industry should advocate for responsible procurement practices. Far too often, cleaning contracts are awarded almost entirely on price, creating pressure that can contribute to unrealistic workloads, insufficient training, worker misclassification, poor safety practices, and high turnover. Instead, building owners and facility managers should evaluate providers based on overall value and operational performance. Speak out for the industry The cleaning industry must find its voice. For too long, cleaning professionals have worked quietly behind the scenes. If our industry does not participate in conversations on sustainability, workforce development, procurement, and public health, others will make those decisions for us. The industry must continue speaking out against worker misclassification and other unfair labor practices that create artificial cost advantages. Companies that properly classify employees, invest in training, provide protections, and comply with labor requirements should not be placed at a competitive disadvantage against those that cut corners at their workers’ expense. At the same time, the industry should support practical approaches to sustainability reporting that businesses can realistically achieve. Many companies do not have large compliance budgets or dedicated sustainability staff. Advocacy efforts should encourage simplified reporting tools, technical assistance, and industry-specific guidance that helps companies participate without becoming overwhelmed. Join our committee Sustainably is not about perfection. It is about developing a mindset where organizations begin asking better questions before making decisions. ISSA’s Sustainability Committee helps the industry navigate changes in practical, business focused ways. Learn more about joining the committee at issa.com/sustainability. Learn more about advocacy’s role in the cleaning industry by watching a StraightTalk! video at cmmonline.com/advocating-sustainability.
Today’s workforce is more generationally diverse than ever. In facility management, leaders guide employees who are just beginning their careers alongside team members who have spent decades building industry experience. That mix can create challenges, but it also creates meaningful opportunities—stronger teams, broader perspectives, and more effective mentorship—when leaders know how to manage it well. The mistake many leaders make is assuming every generation should be managed the same way. Successful leadership requires consistency in expectations while allowing flexibility in communication, motivation, and development. The standard should remain the same across the board, but the approach often needs to change depending on the individual employee and what drives them. Generational differences One of the biggest differences across generations is how employees engage with work itself. Understanding what influences each generation’s view of a satisfying career is key to leading them well. Many experienced employees entered custodial and maintenance work because they genuinely enjoyed the work. They take pride in keeping buildings clean, solving problems, and creating environments where others can succeed. A career in facility management represents dependable, long-term work that provides stability and purpose. Younger generations have grown up in a very different environment. Social media has reshaped how career success is presented, often celebrating visible, flexible, creative, or entrepreneurial roles instead of the steady, behind-the-scenes work that keeps every occupied space running. As a result, many younger employees spend their early career years exploring options, seeking growth, and looking for work that connects to a broader sense of purpose. That purpose isn’t missing in facility management, but facility leaders need to communicate it more clearly to younger workers. Long-term goals Recognizing the differences among different generations of workers changes how leaders attract, retain, and encourage employees. Younger employees often need a clearer understanding of the vision, not just for the role they are in today, but for their future roles. They need to see the pathways available in facility management and understand that this industry offers meaningful opportunities for advancement, leadership, and long-term career growth. They need to understand the drastic impact facility maintenance has on every other industry. Without clean, maintained spaces, every school, event venue, stadium—any commercial building—wouldn’t function. Experienced employees may connect to the work more naturally, but leaders can still help them see their role in a new way. Rather than viewing custodial or maintenance work as a paycheck or a path to retirement, they can be encouraged to see themselves as mentors, leaders, and experts whose experience can shape the next generation of the industry. Starting a conversation about long-term goals can begin before an employee is hired. One simple interview question can reveal a lot: Where do you see yourself in this role in three months? For younger candidates, this question opens the door to discussing growth paths and sparks interest in what the role could become. For more experienced candidates, it communicates that the organization sees their potential, values their motivation, and is ready to connect their strengths with future opportunities. Personalized leadership Once an organization’s team is in place, managing the team’s multigenerational members requires intention. Younger employees, who are accustomed to quick content, fast feedback, and immediate results, may benefit from more frequent check ins, clear instructions, and consistent follow-up. More experienced employees may adapt to the physical or operational aspects of the role more quickly, but they may need additional support when new technology, systems, or digital tools are introduced. The goal is not to lower expectations for one group or raise them for another. The goal is to lead people in a way that helps them meet the same expectations successfully. Cross-generational mentorship Creating an environment where cross generational mentorship happens naturally is an effective strategy for harnessing workers’ strengths. Experienced employees can help younger team members develop professional traits such as consistency, workplace awareness, and pride in the job. Younger employees can often support experienced team members with new technology and digital communication tools. Mentorship doesn’t require a structured program; it simply requires a wide array of ages and backgrounds working together consistently—something that happens naturally within facility management. The strongest teams are often those in which these relationships develop organically. When leaders create a culture of respect and shared learning, mentorship becomes part of the team dynamic rather than a formal requirement. Communication adaptations Communication might be where generational differences show up most clearly. Younger employees are often more comfortable communicating through text, email, or messaging platforms. Older generations place greater value on face-to-face conversations and direct interaction. Neither approach is wrong; both reflect the world people grew up in. Leaders need to understand how communication preferences impact trust, accountability, and workplace relationships, and be ready to adapt in either direction based on the situation. Context matters. Forcing face-to-face communication on a young worker who prefers quick email check-ins may strain the business relationship. At the same time, neglecting in-person meetings with an older CEO may create confusion and contention. Experienced leaders cannot assume that the methods that worked in the past are the only methods that work today. Younger employees still need opportunities to build interpersonal communication skills, especially as they grow into leadership roles. However, older employees and seasoned leaders must learn to adapt to faster, more digital, and more flexible communication styles. Individuality over stereotypes Managing multiple generations successfully comes down to understanding people as individuals. It’s easy to let generational stereotypes cloud your perspective, but across every generation, employees still want many of the same things: respect, opportunity, and support. They just have different ideas of what these values encompass and how to achieve them. Leaders can effectively manage multigeneration teams by adjusting their communication style, development approach, and leadership methods while maintaining clear expectations and accountability. The workforce will continue to evolve, and leadership must evolve with it. Instead of considering generation diversity a challenge to overcome, successful organizations will recognize it as an opportunity to build stronger, more balanced teams and inspire future leaders.
In the past, facility maintenance budgeting was a predictable exercise. You reviewed last year’s numbers, adjusted for modest increases, and moved forward. Today, this approach to budgeting no longer holds up. Labor volatility, supply cost fluctuations, and higher expectations around cleanliness and safety have changed the process. Building service contractors and franchise owners working closely with facility managers and unit franchisees have noticed that the most effective budgets are built differently. These budgets are more flexible, more data-driven, and more closely tied to operational realities inside each facility. Consider needs over numbers One of the biggest budgeting mistakes is starting with a number instead of a need. A budget should reflect how facility residents use the building. A medical office with high patient turnover will have very different requirements than a corporate office with hybrid schedules. A distribution center operating around the clock faces wear and tear that a smaller administrative space may never experience. Traffic patterns, occupancy levels, and industry regulations all influence what “clean” and “well-maintained” truly mean. Walk the facility. Review service logs. Talk with the cleaning crew. When you build a budget around real conditions, it becomes far more accurate and defensible. Account for labor Labor remains the most significant and variable expense in facility maintenance. Wage pressure, competition for entry-level workers, and turnover all impact service delivery. A strong budget does not treat labor as a fixed line item. It builds in room for adjustment. This may include contingency funds for wage increases, overtime during peak periods, or additional staffing for high-demand seasons. The most effective budgets are not created in isolation. They’re developed through collaboration between facility managers and service partners to understand staffing models. Franchise owners support both sides, working with unit franchisees to ensure they can deliver services efficiently and with clients to align expectations with resources and realistic costs. This communication leads to improved service quality and fewer budget surprises. Build in preventive maintenance Reactive spending is one of the fastest ways to derail a budget. Waiting until flooring becomes worn or systems break almost always leads to higher costs. Make preventive maintenance a core component of any 2027 budget. Include scheduled floor care, routine deep cleaning, and periodic services that extend the life of assets. For example, investing in regularly scheduled carpet extraction services may seem like an added expense, but it significantly reduces the need for premature carpet replacement. Over time, that approach protects both the facility and the budget. Plan for add-on services One of the most overlooked aspects of budgeting is planning for services that fall outside the daily scope of work. Disinfection treatments during flu season, post event cleanup, pressure washing, and window cleaning are all common needs that facilities often address on the fly. When these services are not budgeted in advance, they become unexpected costs. A better approach is to identify likely add-on services early and allocate funds accordingly. This creates predictability and allows service providers to schedule work more efficiently. Use data for decisions Historical data is one of the most valuable tools in budgeting, but you must use it thoughtfully. Look beyond total spend. Analyze where costs increased and why. Identify patterns in service requests, seasonal spikes, and recurring issues. This level of detail helps refine future allocations. Technology platforms and service reports can provide insights that were previously not easily accessible. When used correctly, they turn budgeting into a proactive process rather than a reactive one. Incorporate flexibility If the past few years have shown anything, it’s that conditions can change quickly. A rigid budget is more likely to fail when unexpected events arise. Flexibility can take several forms. Some facility managers set aside a contingency percentage for unplanned needs. Others structure contracts to allow for adjustments based on changes in occupancy or usage. The goal is not to predict every scenario. It’s to create a framework that can adapt without disrupting operations. Budget smarter Creating a facility maintenance budget is not about cutting costs. It’s about making informed decisions that balance performance, longevity, and financial responsibility. When budgets are built around real facility needs, supported by data, and flexible enough to adapt, they become a tool for operational success. And in today’s environment, that kind of planning is not optional—it’s essential.
A new World Health Organization (WHO) and UNICEF report reveals significant gaps in essential water, sanitation, hygiene, and environmental health services in healthcare facilities worldwide. Despite notable gains since 2015, only four in 10 facilities meet basic sanitation standards and fewer than six in 10 achieve basic environmental cleaning standards such patient rooms and wards, operating rooms, examination and treatment areas, toilets, and sanitation facilities, leaving patients and health workers exposed to preventable health risks, WHO reported. In 2025, an estimated 85% of health-care facilities had a basic water service, 72% had basic hygiene services, and 71% had basic healthcare waste management services. However, only 59% met the basic standard for environmental cleaning, and 40% met the requirements for a basic sanitation service. The finding that only 40% of healthcare facilities had basic sanitation services does not mean that 60% had no toilets. Globally, 89% had some form of sanitation and 85% had usable toilets. To qualify as a basic sanitation service, toilets must be improved and usable and meet the needs of patients, staff, women and girls, and people with limited mobility. Only around half of facilities had sex-separated toilets, accessible toilets or facilities for menstrual hygiene. The lack of menstrual hygiene facilities and accessible toilets were the most common factors preventing facilities from meeting the basic standard. "A toilet is not enough if it is unsafe, inaccessible or does not meet the needs of women, girls, and people with disabilities,” said Evariste Kouassi Komlan, director of water, sanitation and hygiene (WASH) at UNICEF. “Without basic WASH services, healthcare facilities can pose serious risks to women during childbirth, newborns, and young children. Safe, inclusive, and dignified WASH services are essential to delivering quality care and protecting health." Environmental cleaning also remains a major concern. Only 59% of facilities met the basic standard, which requires both cleaning protocols and trained cleaning staff. Neither requirement was met by 18% of facilities, corresponding to facilities serving a population of approximately 1.5 billion people. In least developed countries, only 24% met the basic standard. Environmental cleaning is a core part of infection prevention and control because contaminated healthcare environments can contribute to healthcare-associated infections and the spread of antimicrobial resistance. However, progress has been made. Between 2015 and 2025, global coverage improved for basic water, hygiene, and waste management services, with the largest increase recorded for hygiene. Even so, around one in 10 healthcare facilities still had no water service and a similar proportion had no sanitation service. WHO said the report calls on countries to strengthen routine monitoring and move beyond measuring whether infrastructure is present. Monitoring should increasingly assess reliability, safety, accessibility and cleanliness, as well as whether services meet the needs of patients and health workers.
As part of an ongoing evaluation of its programs and resources, CloroxPro has made the decision to discontinue the HealthyClean program. This planned sunset allows the company to focus its efforts on initiatives that support evolving customer needs and business priorities. The CloroxPro HealthyClean program will completely end on Oct 1. New user registration discontinued on Aug. 15. After Sept. 30, users will no longer be able to log in to access course records, completed training information, or certificates. Certificates earned before the program's sunset will remain valid indefinitely. If a certificate previously downloaded includes an expiration date, CloroxPro advised to log in and download an updated copy by Sept. 30. Updated certificates will reflect the removal of the expiration date. For additional information, visit CloroxPro’s Frequently Asked Questions or contact the company at CloroxPro.HealthyClean@clorox.com.
On Monday, the Centers for Disease Control and Prevention released new data showing 4.2% of kindergartners had an exemption for at least one required vaccine during the 2025-26 school year. This left about 157,000 new schoolchildren without full coverage for at least one state-mandated vaccine last school year, CDC data shows—nearly 20,000 more than the year before. The share of students with a vaccine exemption is the highest on record and twice as high as it was a decade ago. Last school year, only 0.2% of exemptions were for medical reasons, a share that has held steady for years. Exemptions increased in all but nine states, and nearly half of states report exemptions exceeding 5%, according to the CDC. During the 2025-2026 school year, vaccination coverage among kindergartners in the states decreased for all reported vaccines from the year before, ranging from 92.0% for diphtheria, tetanus, and acellular pertussis vaccine (DTaP) to 92.4% for measles, mumps, and rubella vaccine (MMR) and polio vaccine. The new CDC data shows that the MMR vaccination rate among kindergartners fell only slightly last school year, from 92.5% to 92.4%, but that’s still well below the 95% coverage needed to provide herd immunity and prevent outbreaks, CNN reported. Coverage with MMR, DTaP, poliovirus vaccine (polio), and varicella vaccine (VAR) decreased in more than half of states, compared with coverage the year before, CDC data showed. Additionally, the number of kindergartners attending school without documentation of completing the MMR vaccine series was about 280,000 during the 2025-2026 school year. States are still reviewing the executive order signed by President Donald Trump, which aims to reduce the number of vaccinations recommended for children. However, many states, including those that follow federal guidance for vaccine policy and those that have broken from federal recommendations, say that it does not require any changes at the state level, CNN reported.
Columbus, Ohio, is making sports history as the first city in the country to provide free period products at all its major sports venues. Huntington Park, home of the Columbus Clippers, joined Ohio Stadium, ScottsMiracle-Gro Field, Nationwide Arena, Historic Crew Stadium, and the Schottenstein Center in providing free-vend period products to guests. Across the venues, Aunt Flow has now installed 165 free-vend period product dispensers. Columbus is gearing up to host major sporting events, including the National Collegiate Athletic Association’s (NCAA) Division I Women’s Final Four and NCAA Division I Women’s Volleyball Championship at Nationwide Arena in 2027, and a 2028 National Women’s Soccer League expansion team at ScottsMiracle-Gro Field. City leaders and local partners view the Huntington Park milestone as part of a broader effort to strengthen the city’s sports infrastructure, improve guest experience, and promote inclusivity. The move to expand access to basic necessities across all of its major sports venues builds on a nearly decade-long push for menstrual equity that began with a 2017 pilot program in city recreation centers and homeless shelters. This milestone also aligns with IgniteHER Columbus, a citywide initiative led by Columbus Mayor Andrew Ginther and First Lady Shannon Ginther in partnership with the Greater Columbus Sports Commission and Experience Columbus, which aspires to secure Columbus’ place as the nation’s capital for girls and women’s sports. “IgniteHER is all about empowering women through sports, and as part of that, I want to grow our fandoms cheering for and made up of women here in Columbus,” said Mayor Andrew Ginther. “Offering free period products across all of our major sports venues chips away at another barrier girls and women face, and creates spaces where they feel seen, valued, and confident.” The announcement comes at a time when recession and tariffs are impacting the cost of these necessities for women and girls. Additionally, it accelerates a growing trend where sports venues are prioritizing guest experience, fan comfort, and period-product access as an American with Disabilities Act-compliant restroom essential.