CMM spoke with Gregory Gardner, director of environmental services (EVS) at a Georgia hospital, about the critical role of EVS staff in preventing the spread of infectious pathogens in healthcare facilities. How long have you been working in EVS? Gregory Gardner: I have worked in environmental services for 15 years. I am currently the director of EVS at Memorial Hospital and Manor in Bainbridge, Georgia. Which infectious diseases does your facility contend with the most this time of year? Gardner: We see a lot of cases of norovirus, flu, and COVID-19 in the winter. Which infections/pathogens are your facility most concerned about? Why? Gardner: We are most concerned about the spread of C. diff, COVID-19, and the flu. Patients and visitors have numerous opportunities to spend time in common areas within the hospital, and that opens up the possibility of cross-contamination. What cleaning protocols do your EVS teams follow to help prevent the spread of infectious diseases? Gardner: Our daily cleaning protocols in patient rooms and public areas include wiping down high-touch surfaces, as well as surfaces closest to the patient. We clean waiting-room furniture, public restrooms, and high-traffic spaces multiple times each day. In addition, we perform blitz cleaning in various common areas of the hospital and manor, including sweeping; mopping; wiping down tables, chairs, walls, and vents; and dusting high surfaces. Then we perform audits to ensure rooms are cleaned correctly and thoroughly and that soap and sanitizer dispensers remain stocked. What is your facility’s top challenge regarding infection prevention? Gardner: We have a problem with family members of patients who don’t follow instructions for infection control precautions. They do not feel that these precautions should apply to them and don’t understand the impact of not following the processes. What are your biggest staff challenges? Gardner: It is important that the EVS team perform its tasks consistently, focusing on safety and using personal protective equipment (PPE) correctly. To accomplish this, PPE requirements must be in effect, including when patients leave the hospital or transfer to another facility. Staff must educate family members and visitors on the importance of PPE and enforce its use. What are the most common misconceptions about infection prevention? Gardner: Many people mistakenly believe their actions don’t affect infection prevention. In reality, the actions of everyone in the building affect infection prevention. For example, hand hygiene is essential, along with keeping each individual’s environment clean. Infection control is not just housekeeping’s job.
Technology is taking an old problem—the transmission of healthcare-associated infections (HAIs)—and looking at new ways to prevent it. Crothall Healthcare, which provides support services and environmental services (EVS) to hospitals and other healthcare facilities, is one of the organizations implementing automated and smart technology to help stop the transmission of HAIs. In 2019, Crothall Healthcare began a partnership with the American Nursing Association in its quest to reduce the instances of C. diff and other HAIs in the facilities it serves. “The association brought a wealth of knowledge on how to best partner with clinical teams on combating healthcare-associated infections,” said Sophia McCrae, vice president of operational strategy at Crothall Healthcare. “It truly takes a team to minimize the spread of HAIs.” The partnership increased the number of accounts that utilize a hygiene monitoring program using radio-frequency identification (RFID) to track whether healthcare employees wash their hands properly. Washing until the green light For example, a New York hospital, partnering with Crothall, installed RFID sensors on sinks, hand sanitizer dispensers, and soap dispensers, which healthcare employees use before treating patients or cleaning patient rooms. This technology communicates with sensors on staff badges to signal how long the employees are washing their hands. “It’s a hospital-wide initiative; every department is monitored, not just environmental services, to create a culture that prioritizes hygiene,” McCrae said. When employees approach an RFID-equipped sink or dispenser, they see a yellow light to remind them to wash. If they don’t wash long enough to remove germs, a red light flashes. The light remains red until they are compliant; then it flashes green. “Green is clean, bright yellow is a reminder, bright red means stop and rewash your hands,” McCrae explained. Employee noncompliance is reported to a supervisor. However, the system is not solely punitive; it also provides data on compliant employees. “This allows us to recognize and reward compliance,” McCrae said. Since the RFID system was installed in 2021, the hospital has seen higher hand hygiene compliance and experienced increased patient satisfaction regarding hospital hygiene. “Accounts that utilize this system are above the 75th percentile for patient satisfaction, based on surveys,” McCrae said. “When patients see hospital staff washing their hands during interactions, this improves their perception of cleanliness and increases their confidence in safety protocols.” Revealing invisible C. diff spores In addition to improving hand hygiene, technology is tackling challenges in surface hygiene, including detecting when a surface is contaminated with invisible pathogens. “In environmental services, we aim to find the dirt and clean the dirt; find the dust and get rid of it,” McCrae said. “But what happens when you don’t really know what is living on a surface because you can’t see it?” Crothall joined forces with an organization that created a microbiological visualization tool that reveals the presence of C. diff with a unique patented spray. Cleaning staff spray down a surface and wait three to five minutes. Then, using ultraviolet lights and goggles, they can see the illuminated C. diff spores. Historically, Crothall EVS teams have concentrated on disinfecting specific high-touch patient room areas such as bedrails and over-the-bed tables. After testing multiple surfaces with the spray, they have added adenosine triphosphate (ATP) swab testing to additional high-touch areas, such as shower fixtures and glove boxes. EVS crews learn how to use the spore visualization spray in simulation labs. New hires are trained to use it as part of their onboarding. “We are exploring it in about 20 of our accounts today, and we are participating in research with an academic medical center,” McCrae said. “We are seeing significant research outcomes, both quantitative and qualitative.” Automating UVC disinfection Ultraviolet (UVC) light disinfection is not a new technology. However, the most modern units now feature artificial intelligence- (AI) powered automation. Crothall-serviced facilities formerly used AI disinfection units that EVS workers needed to move around a room manually. Now they use fully autonomous UVC systems that are mounted in the corner of the room. “You can tell the system which surfaces to disinfect, and when nobody is in the room, it will automatically turn on,” McCrae said. “It knows which surfaces to attack and the exact height of these surfaces. We can pre-set it to sporicidal mode, and if C. diff is present, it will intentionally target the spores.” McCrae said the automated UVC disinfection system has resulted in a 3-log reduction in C. diff spore counts in facilities that use that system. Enhancing manual cleaning Technical advancements like AI-automated UVC disinfecting systems will not replace the importance of manual cleaning and the need for EVS staff to perform that cleaning. However, they can add an extra level of disinfection that lowers the risk of contracting an HAI. “The technology has resulted in a significant reduction in bioburden,” McCrae said. Spore visualization sprays and other advancements also provide a roadmap that guides EVS teams to the surfaces most in need of attention, so they can distribute their time and effort more effectively. “In cleaning, we always talk about turnaround times and benchmarks,” McCrae said. “Cleaning and disinfection technology helps us understand how much time we are spending on each surface and whether we are spending too much time in one area and not enough time in another.”
Winter conditions alter how respiratory viruses, such as influenza and common cold viruses, spread within buildings. Cleaning practices, products, and decision-making must adapt accordingly. Strengthening infection prevention and maintaining indoor environmental health requires winter-specific cleaning shifts as people spend more time indoors with reduced ventilation and longer viral persistence on surfaces in colder, drier air. In the United States, flu season typically starts in the fall and extends through winter. While influenza viruses spread year-round, we see many more people get sick from October through May. Unfortunately, many cleaning programs remain unchanged throughout the year. A “one-size-fits-all” program that doesn’t account for seasonal shifts increases the risk for infectious disease transmission. Adapting a cleaning strategy Respiratory viruses spread through close interactions among people, contact with contaminated surfaces and hands, and airborne transmission. Cold, dry air allows viruses to persist, travel further, and remain viable on surfaces for longer periods. Cleaning for health in winter is not simply about cleaning more often. It is about cleaning differently and using science to guide changes in products, practices, processes, and decision-making across the entire cleaning chain. When facility managers treat winter cleaning as a targeted public health intervention rather than routine maintenance, buildings can play a measurable role in reducing viral transmission and protecting both occupants and front-line workers. Winter brings operational challenges. Facilities often reduce fresh air intake to conserve energy. Cleaning staff usually face increased workloads due to prolonged indoor occupancy, illness among building occupants, or weather disruptions. Colder temperatures often affect chemical application and performance. To meet these challenges, facility managers must intentionally design winter cleaning programs and demand a focus on health outcomes. Shifting from appearance to health A surface that appears clean can still harbor infectious viruses capable of spreading illness. Shifting from cleaning for appearance to cleaning for health requires coordination across the chain so that products, protocols, training, and expectations are aligned with infection prevention goals. Winter cleaning programs should prioritize: High-touch, high-occupancy surfaces, such as hotel lobbies, handrails, restrooms, and common equipment. Frequency and timing based on risk patterns, not arbitrary schedules. Measured effectiveness, not assumptions of cleanliness. Selecting products The choice of cleaning and disinfecting chemistry becomes more critical in winter when seasonal respiratory viral loads and occupancy patterns shift. Facility managers and building service contractors need to ensure the products they choose: Are supported by evidence demonstrating efficacy against enveloped viruses, such as influenza, in real-world conditions. Include clear, science-based instructions on dwell time, dilution, and application methods. Remain stable and effective when stored or applied in cooler environments. Balance antimicrobial performance with worker and occupant safety. Facilities and cleaning companies must not overuse more potent chemicals in winter without understanding exposure risks. Stronger chemicals do not necessarily equate better performance. Effective winter cleaning is about using the right chemistry correctly, especially when increased frequency is needed. Rethinking processes To interrupt viral transmission, cleaning staff must redesign processes to reflect actual human behavior and occupancy during winter. This includes rethinking where, when, and how often cleaning occurs.• Use a floor plan to map and analyze occupant movement to target high-risk areas. Increase cleaning frequency for identified high-touch surfaces. Build cleaning schedules based on activity patterns rather than time schedules alone. Separate cleaning and disinfection tasks, ensuring teams apply disinfectants to already clean surfaces for maximum effectiveness. Choosing consistency over speed In winter, consistency becomes more important than speed. Disinfectants require a specific dwell or contact time—the period a surface must remain wet with the disinfectant—to work. Yet, rushed application is one of the most common failures in real-world cleaning. To ensure proper disinfectant application, cleaning teams should reinforce the use of: Application tools that support even coverage rather than over-spraying. Verification tools, such as fluorescent markers and adenosine triphosphate (ATP) testing, to confirm cleaning quality. Routine verification processes that confirm tools (microfiber cloths and mops, dispensers, dilutors) are clean and functioning correctly. Mechanization and automation, such as touch-free dispensing systems, can improve consistency while reducing cross-contamination risks when implemented correctly. Protecting the workforce Cleaning staff face higher workloads and increased exposure to pathogens during winter. Facility managers must adapt training to explain: Why cleaning practices need to change in winter Why cleaning staff must take on the role of infection prevention professionals. When the use of personal protective equipment (PPE) is required. How to recognize symptoms of respiratory illness. Protecting cleaning workers is inseparable from protecting building occupants. A workforce that feels informed, valued, and protected is more likely to deliver consistent, high-quality cleaning outcomes. Enhancing indoor air quality Beyond surfaces, the air we breathe plays a significant role in respiratory virus transmission. According to the Environmental Protection Agency, no single air strategy is sufficient on its own. Effective prevention depends on a multi-layered approach that complements surface cleaning and hygiene practices. Increase outside air ventilation to the maximum extent practical to help dilute the concentration of virus-laden aerosols in indoor spaces. Adjust airflow patterns to avoid direct air movement between people and exhaust air from smaller spaces like restrooms. Filter recirculated air through high-efficiency filters, such as MERV-13 or the highest MERV rating a building’s ventilation system can accommodate, to remove airborne particles. Place portable air cleaners in areas that are hard to ventilate with outside air or that have high occupancy. Utilize upper-room ultraviolet germicidal irradiation (UVGI) to reduce airborne virus transmission further. While not a replacement for ventilation or filtration, UVGI can be an effective supplement in high-risk areas. Set ventilation and filtration goals. The Centers for Disease Control and Prevention recommends five air changes per hour when using outdoor air ventilation alone or five equivalent air changes per hour when using a combination of ventilation from outdoor air, filtration, and other air treatment. Cleaning for public health Flu and cold season is predictable. Cleaning programs that remain static during winter miss a critical opportunity to reduce risk, protect people, and demonstrate the actual value of professional cleaning. When all sectors of the cleaning industry work together with a shared
What has the cleaning industry learned as it transitioned from the first pandemic year to the second? In this episode of BioTalk, a GBACtv production, learn the details about what went well and what didn't in 2021, and what we as an industry need to know right now. Infection prevention experts Patty Olinger, the executive director of the Global Biorisk Advisory Council (GBAC), a division of ISSA, and Dr. Paul Meechan, the former head of safety with the U.S. Centers for Disease Control and Prevention (CDC) and who now serves on the GBAC scientific advisory board, discuss these topics with ISSA Media Director Jeff Cross. This webcast also digs into the science and the layered support when it comes to cleaning, disinfection, and air purification, and how the omicron variant shouldn’t be considered just another type of “cold”. Olinger and Meechan also discuss the possibility of the end of the pandemic. This webcast is brought to you by our sponsor Breezy.
A new ResumeBuilder.com survey showed a sharp increase in “job hugging,” a phenomenon in which employees stay in their current roles out of fear rather than loyalty. In February 2026, ResumeBuilder.com surveyed 2,188 U.S. workers and found that 57% now identify as job huggers, up from 45% in August 2025. The 12-point increase in just five months signals growing workforce anxiety. Among job huggers, 70% worry artificial intelligence will impact their job security in the next six months, and 63% are concerned about being laid off. More than seven in 10 said they expect to continue job hugging for at least another six months, with 44% believing it will take a year or more before they feel secure enough to make a move. Market volatility is also discouraging job changes. More than 80% said they would worry about being the first laid off under a “last in, first out” policy if they joined a new employer. As a result, most are not aggressively job searching. While 44% are passively browsing listings and 20% are sending a few applications, only 19% are actively applying or interviewing. Job hugging is coming with tradeoffs. More than half (52%) said they are working longer hours, 45% have taken on responsibilities outside their core roles, and 35% have taken less time off than usual. Some report missed raises (22%) and promotions (20%), while others said they are complying with return-to-office mandates they otherwise would not accept. “Employers must recognize that many workers are staying not out of loyalty, but out of necessity and fear,” said Stacie Haller, ResumeBuilder.com chief career advisor. “This environment can lead to stagnation, burnout, and disengagement if organizations fail to address the root causes. Companies that focus on trust, recognition, and meaningful career growth will be better positioned when confidence in the market returns.” Despite elevated stress levels, engagement remains relatively high. However, nearly three-quarters report moderate to high workplace stress, raising concerns about sustainability if current pressures persist.
Last week, Wisconsin Gov. Tony Evers, during his 2026 State of the State address, announced that in the coming weeks, he will sign an executive order affirming that his state will join the World Health Organization’s (WHO) Global Outbreak Alert and Response Network (GOARN). Joining state partners like Illinois, California, and New York along with New York City, Wisconsin will aid GOARN in its work to coordinate the dispersal of information and resources in response to global public health emergencies. This growing coalition comes amid recent news that, as of January, the U.S. had officially separated from WHO, following President Donald Trump’s decision to withdraw last year, undoing nearly a century of collaboration between the U.S. and world leaders on issues of global health and safety. In addition, to further strengthen Wisconsin’s ability to address public health needs, the state will also be joining a coalition of 15 governors in the Governor’s Public Health Alliance to bring Wisconsin into the fold of the alliance’s work to improve preparedness, coordination, and access to critical health resources nationwide. “Folks, public health isn’t a partisan issue, and it isn’t up for debate,” Evers said during his speech. “And real lives are at stake if we fail to listen. It’s why, in the coming weeks, I’ll sign an executive order to have Wisconsin join the World Health Organization’s Global Response Network. We must do what we can to keep our kids, our families, and our communities healthy and safe. …” By joining GOARN, Wisconsin is strengthening public health systems, enhancing local preparedness, and bolstering international partnerships by gaining access to: Timely and direct access to global early-warning alerts, outbreak intelligence, and data sharing. International trainings, including outbreak response scenario training. Opportunities for technical collaboration, operational research, and surge support during major public health events. Stronger coordination between state-level public health systems and global response efforts.
In recognition of Cleaning for a Reason’s 20th anniversary, the Cleaning for a Reason Debbie Sardone Scholarship was established to honor the visionary leadership, enduring influence, and profound impact of the organization’s founder, Debbie Sardone. The scholarship bears Debbie Sardone’s name to reflect the values she represents; resilience, integrity, service to others, and the belief that one person’s vision can create a lasting impact. It stands as a tribute to her commitment to lifting others up and investing in the next generation of leaders. As the organization marks two decades of compassion and service, this scholarship honors not only the legacy Sardone established, but the lasting influence she continues to have. Eligibility is limited to owners and employees of Cleaning for a Reason partner companies and their immediate family members. Applications are open until April 20. Today, Cleaning for a Reason continues to provide hope and tangible relief to families affected by cancer. Sardone remains deeply engaged in this work, serving on both the ISSA Charities Board and the ISSA Board, reflecting her continued leadership and commitment to advancing both the nonprofit and the cleaning industry. Earlier this month, ISSA Scholars, an ISSA Charities™ signature program, opened its scholarship application for the 2026-2027 academic year. Employees of all ISSA member companies and their families are encouraged to apply now through April 20.
Most (43%) of U.S. employees strongly agreed they feel great responsibility for the customer experience, according to a Gallup study from the third quarter of 2025. However, only about a quarter (23%) strongly agreed their organization always delivers on the promises it makes to customers. Gallup said this disparity has remained unchanged in recent years. When asked to identify the greatest barrier to delivering exceptional products and services, employees most often said staffing shortages. More than one-third (37%) named staffing as the top obstacle, far exceeding training (16%), tools or equipment (9%), and unclear standards (8%), Gallup found. This perception holds across all levels, with leaders most likely to identify staffing as the top barrier. Staffing concerns have intensified with continued workforce reductions. Nearly a quarter of U.S. employees (23%) reported that their organization is reducing its workforce, up 12 points since early 2023, Gallup reported. Among those reporting layoffs, 65% said individual contributors, who work directly with customers, were most affected. Additionally, nearly two-thirds of employees said they have been asked to take on more responsibilities in the past three months. More than half reported reorganizations or team restructurings, and a growing share, up 23 points from 2024, cited budget reductions. When Gallup asked employees, “In the past three months, has your organization done any of the following?”: 63% said employees have been asked to take on additional responsibilities. 58% reported a reorganization or team restructuring. 52% cited budget reductions. When Gallup asked executive and senior leaders, “Which of the following have you experienced at work in the past three months?”: 46% said they have observed stress and frustration among employees. 34% reported reduced budgets. 32% cited a lack of communication from leadership about new priorities. 29% said they have noticed difficulty in balancing people management and individual contributor responsibilities. 18% reported that the number of employees they manage has increased. These pressures have real implications for customer outcomes, Gallup said. Workers who frequently experience employee burnout are far less likely to believe their organization delivers on its customer promises, reinforcing the link between internal strain and external performance. Additionally, Gallup found that employees’ confidence in quality customer service closely aligns with employee engagement. Engaged employees are far more likely to feel responsible for customer quality and to believe their organization delivers its promises. For example, most engaged employees (69%) strongly agreed they feel responsible for product and service quality, compared with 31% of those who are not engaged or are actively disengaged, who said the same. Similarly, 45% of engaged employees strongly agreed that their organization delivers on customer promises, compared with 12% of those who are not engaged or actively disengaged, who said the same.