Clean Talk with Rose
By Rose Galera, CEH
Hawaii Hospitality Magazine, Sept/Oct 2009

Aloha Rose,
As a newcomer to hotel housekeeping, my manager suggested that I work on building my skills and abilities. What information can you share?
A Short-Timer

Dear ST,
Management has realized the importance of having highly skilled, knowledgeable and well-trained personnel in charge of housekeeping. Housekeeping managers must be progressive and current in their thinking and must know that continual training, education and Continuous Process Improvement (CPI) are the only means to keep up to date with new techniques, products and information.

An assessment is important to determine areas and needs for self-development and self-improvement. Considering the following in the various categories, how would you rate yourself?

Administrative: planning, organizing, controlling, directing, budgeting and purchasing.

Personnel management: leadership, supervision, interviewing, counseling and discipline, performance evaluation, problem solving, labor management relations, human relations and cultural diversity/sensitivity.

Communication: written and verbal skills, making presentations, developing procedure manuals, planning /conducting group meetings.

Training: assessment, program development, skills training, supervisory training, orientation training, attitudinal training, safety training, basic legal issue updates, guest relations training and specialized training: HazCom, blood-borne, etc.

Technical knowledge: cleaning techniques, laundry operations, product and equipment knowledge, workflow, work process analysis, systems of control, time to task, procedures development, staffing and scheduling, being computer literate, office equipment usage, environmental laws and waste management.

Other: innovation, creativity, humor, team building, interdepartmental relations, networking, CPI, benchmarking, best practices, basic cleanomics (economics of cleaning) and payroll management.

On July 22, the Professional Cleaning Institute of Hawaii (PCIH) opened its doors for all in the field. It would be helpful to check out the various classes. Good luck!

By Rose Galera, CEH
Hawaii Hospitality Magazine, Jul/Aug 2009

Looking back 25 years ago, there have been many years filled with exciting learning experiences and rewarding opportunities working in Hawaii’s hospitality industry as an executive housekeeper and later as a contract cleaning consultant and training specialist.

Exactly 25 years ago in 1984, as the corporate executive housekeeper for Aston Hotels & Resorts, I was setting up the housekeeping operations for the opening of the 596-room Waikiki Hobron Hotel, which today operates as a condominium. Later that same year, housekeeping assignments took me to the plush Aston Waikiki Beach Tower to set up for the opening of 100 beautiful condo resort suites. The years followed with many more Aston openings and management takeover assignments on the mainland during 1987 to 1990 and to the neighbor islands from 1988 to 1991. There have since been other management takeover changes and property name changes.

Enhanced housekeeping technologies today through chemicals, tools and equipment, personnel, training and cleaning processes better service our Hawaii visitors and provide and insure for the unforgettable experiences of our aloha and ohana spirit.

In 1999, microfiber cleaning technology via professional cleaning cloths and flat mops were introduced to members of the International Executive Housekeepers Association, Hawaii chapter, at a chapter meeting. Interest and acceptance by housekeeping managers then were at a low and slow acceptance pace. In the past, common practice was to cut up and serge the edges of old and damaged terry and bed linens to create the key tool of the trade — a housekeeping cleaning cloth that was referred to, back then, as a “cleaning rag.”

Though it took awhile, today microfiber is highly utilized at many facilities. In the past, one would see room attendants on their hands and knees scrubbing and cleaning bathroom floors. Increased promotions and advertisements on the green movement, improvement in germ kill time of cleaning disinfectants and chemicals, and increased training and emphasis on hand-washing techniques, personal protective equipment and processes have seen cleaning results increase to higher standards. Green cleaning also has impacted guest room bath and bed linen changes, thus resulting in higher standards for in-house and off-premise laundry operations and services.

Other noted changes in hotel housekeeping operations today are mattress sizes, bed linen designs, thread counts and finished bed presentations. Duvets with enhanced coverlets are replacing bedspreads, and pillow counts per bed have increased in many hotels and resorts.

Most recently, housekeeping managers of the IEHA, Hawaii chapter, have been introduced to a new professional cleaning tool called Activeion. Tap water in a filled high-tech bottle is electrically charged and changes into an effective cleaning solution, which is approved by the U.S. Environmental Protection Agency and tested with high germ kill results. Field tests were performed by many IEHA members. High schools have begun to show interest in Activeion for food management and service programs, health rooms and housekeeping special education life skills. A few high schools have since purchased the tool for students to use due to its safe, sanitizing and user-friendly results, as it does not require MSDS or HazCom training. Another new tool being introduced today is a germ measurement device, referred to as ATP (adenosine triphosphate) measuring of organic contamination. With higher concerns toward viruses, cleaning for health and safety comes before cleaning for aesthetics. The concerns of bacteria, viruses, parasites, fungi and bed bugs require enhanced cleaning processes and implementation of best practices.

As a training specialist and consultant, I have noticed that training in cleaning programs, trends, technology and guest services has increased. With career development and placement programs in our high schools, focusing on travel industry management, food service and hotel housekeeping programs, we will be able to prepare for the betterment of a new workforce generation for our hospitality industry. To further enhance training and learning opportunities, in the very near future, a Professional Cleaning Institute of Hawaii will soon be an integral body of our Hawaii educational settings.

Yes, 25 years have brought many challenging and rewarding opportunities and new changes to the hospitality industry and professional housekeeping. We must continue to move on to remain at the leading edge of tourism.

Clean Talk with Rose
By Rose Galera, CEH
Hawaii Hospitality Magazine, May/June 2009

Aloha Rose,
At our hotel, we are reviewing guest room and other cleaning results and are seeking ideas to improve productivity and maintain effectiveness and quality. What ideas can you recommend?
CEH

Aloha CEH:
Work-loading process comes to mind. It’s a systematic approach to determine the hours required to clean an area. With time standards, it considers how many minutes each task will take. It yields close to realistic results of manpower requirements, translated into dollars.

The first step is determining production rates — the times required to complete particular tasks under normal conditions and include job costing, time to task, work measurements and methodology.

Labor is the largest expense. Factors that impact productivity are lack of training, problems and disciplines in processes, and improper supplies and tools.

Variables that affect production rates include amount of space, equipment, frequency of duties, climate, population density, facility activities, time of day, chemicals, supplies and personnel.

Calculating methods include actual testing; time to task analysis; square foot production per hour, per day; by unit method, work by area, piece, daily par levels; counting method, time applied to fixtures, furniture, etc.; benchmarking survey reports; the ISSA 447 Cleaning Times booklet; and benchmarking information from similar facilities.

Examples of information gained are: guest room cleaning, 16.8 minutes per 200 square feet by ISSA 447 Cleaning Times; standard hotel room, 25.15 minutes by Daniels Associates; and hotel room cleaning, 13-15 rooms per eight hour day by CMI Survey.

Information shared here is from studies and hands-on experiences during property openings, operational changes and consulting performed at diverse types of facilities. Mahalo!

Clean Talk with Rose
By Rose Galera, CEH
Hawaii Hospitality Magazine, Mar/Apr 2009

Aloha Rose,
Please share with a new rooms manager your thoughts on what makes a housekeeping operation successful.
Mahalo, NRM

Aloha NRM,
Knowledge in the triad of housekeeping operations — administration, management and technology — is key to operational and individual success. Budgeting is one process that every housekeeping manager must face. In some hotels, it is placed as an accounting function, and unfortunately, the entire budgeting process is assigned to the accounting department; or, the general or rooms manager prepares it. The housekeeping manager thus loses the opportunity, in part, to manage and control the department’s operations. Success is in the ability to prepare a budget; to review, analyze and adjust it; and discuss the variances, needs and financial results of the department. Also important is creativity in implementing best cleaning practices and developing and implementing an operations manual. The following are a sampling of controls to ensure success.

Budgeting/purchasing: preopening, operational, capital; costs: labor, materials, equipment, service; labor: workload, flow, scheduling, methodology, training; quality: performance, guest relations, inspection processes; linens, uniforms: inventory, issuing, cleaning; rooms: work assignments, cleaning and service processes; keys: inventory, sign in/ out process; safety, security: accidents, incident reporting, training, lost and found; environment: recycling, indoor air quality; inventory: equipment, tools, chemicals; energy conservation: air-conditioning systems, utilities.

Talking and walking the talk above is a sure path to success.

Mahalo and good luck!

Clean Talk with Rose
By Rose Galera, CEH
Hawaii Hospitality Magazine, Jan/Feb 2009

Dear Rose,
Because of the economic situation, managing housekeeping operations has been very challenging. What advice can you share with housekeeping managers to control and maintain operational efficiencies and also keep a low stress level, until things get better?
Thank you,
Stressed Sally

Aloha SS,
Your question flashes me back to the times when I, too, had to face similar situations. Yes, today’s and tomorrow’s economic woes present many challenges for hospitality housekeeping managers in working and controlling operational expenses. The hospitality industry and related businesses throughout Hawaii are impacted. The days and months ahead will present many learning opportunities and challenges. Here are some suggestions that may be helpful in managing your operation.

Think Smart and Strategically:
Working with your company’s policies and before making strategic decisions, you must gain a full understanding of your facility’s and the economy’s situation. Get to know the general and industry’s environment and comparative performances. Ask of yourself such questions as: What is happening in the marketplace and how does it work against us? What do our customers demand? What are my performance shortfalls? The first half of making a strategic plan is seeking the positive side of a negative situation. Only after you have identified and analyzed any shortfalls can you make decisions.

Important to a successful housekeeping operation is the ability to maintain a high morale and motivation of employees while controlling the following housekeeping areas: 1) labor, staffing and productivity; 2) supplies, chemicals and equipment; 3) in-room amenities; 4) in-house laundry, if applicable; 5) off-premise laundry inventory and control systems.

A daily focus on labor, as the highest cost factor in housekeeping, is critical. Review daily staffing requirements, working with actual occupancies. Regular use of a staffing guide is recommended. Check daily the number of occupied rooms versus actual rooms cleaned. Every effort should be made to complete cleaning of all required rooms for the day. Carryover of rooms can create staffing problems, impacting on productivity. Determine when, by time, do not disturb and refuse service rooms are reported. Plan all cleaning programs to be in line with projected occupancies keeping in mind the ability to be versatile and flexible. Working in small project cleaning tasks with routine cleaning is a key factor to staying on top of labor costs.

Conduct management by walking around and do on-sight job performance reviews and evaluations. Progressive and productive floor visits to praise, encourage, train and motivate are essential to high morale, thus optimal productivity. Look for what is right, not wrong!

Perform work samplings, workflow analysis, work loading and time to task exercises that will be helpful in managing and controlling labor costs. Ensure that room par levels are met consistently. Where possible, encourage increases in productivity with a focus on quality. Encourage and motivate actions with speed, efficiency and effectiveness. Review work pace, momentum and body movements and body savers such as walking, sitting, lifting, bending, etc.

Communicate with staff information on occupancies, cleaning programs, property budget, staffing requirements, financial results, purchasing needs and cutbacks, renovation programs, departmental and property goals and objectives. Hold general discussions on bottom line, payroll costs, benefits (hidden paycheck/costs), etc. Discuss the need to control supplies, linens, equipment, utilities and energy.

Review cleaning standards and frequencies to determine areas that can be temporarily or permanently eliminated without adverse impact on guest satisfaction, quality and value. Look for possible time savers to increase productivity.

Stress organization and care in all work and storage areas to eliminate unnecessary cleaning. Foster in your management and front-line staff the attitudes and values of “pride, proprietorship, and professionalism.”

Review your department’s hours of operation to determine opportunities for improvement and efficiency. Can hours be eliminated without adversely affecting service, value and quality? Review scheduling practices. Are staggered work shifts being utilized to maximize coverage with minimum staffing?

Purchase labor-saving cleaning tools such as microfiber technology, supplies, chemicals and equipment. Control purchasing of, issuing of and usage of supplies, chemicals and equipments. Consider implementing “best practice programs” and train; train continually in all aspects of the job and, if necessary, go back to basics of cleaning. Remember that cross training and clone training are values of a successful high-quality and high-quantity housekeeping operation.

The above shared have been the strategic values applied over many years that have worked successfully for me as a certified executive housekeeper. Passion of the job has been the icing on the cake of professional cleaning.

Best wishes for a happy and successful new year in 2009. Mahalo!

Clean Talk with Rose
By Rose Galera, CEH
Hawaii Hospitality Magazine, Nov/Dec 2008

Hi Rose,
Please assist me with any information or tips on improving housekeeping work performances and also on performance evaluation programs. I’m at a small hotel and have the responsibility of setting up a department program.
Thank you,
Liz

Aloha Liz,
The following information on improving performance and on a performance evaluation process is provided. To perform is defined as: to begin and carry through to completion; to take action in accordance to requirements; to fulfill. Performance is considered to be the results of a person’s efforts and actions. This is what supervisors and managers are concerned about. In working to improve a worker’s performance, consider the following four items: quantity, quality, cost and timeliness.

• Quantity: How much was accomplished? How does it compare to what was expected? Were there circumstances beyond the employee’s control that affected the results achieved?

• Quality: How good were the results and how did the actual work done compare to the quality expected? What relationship exists between quality and quantity?

• Cost: What costs were incurred in the process of achieving the results? Consider such things as materials, tools and services. How do costs compare to the budget?

• Timeliness: Is work completed on time? If not, why not? Are delays due to circumstances beyond the individual’s control, or are they due to poor planning and control?

In supervising or managing employees toward improving performance, three phases are necessary:

1. Planning outputs: objectives, performance position descriptions and performance action plans.

2. Coaching outputs: performance progress sheets and employee document files.

3. Evaluating outputs: completed performance evaluation.

Communication and continuous learning/training are essential to improve the performance of workers. With planning, employees may be given the task of helping to set their own goals and objectives relative to the jobs they hold. Peak performance from all employees and self should be the optimum to reach for. Peak performance will result in success for the employee, management and the organization.

On Performance Evaluation: Performance evaluation is an ongoing responsibility of every supervisor/manager. Evaluations provide for meaningful feedback and discussions, allow for management to make appropriate administrative recommendations and assist in determining where improvement is required. It also provides for a written record to substantiate actions that differentiate among group members. Performance evaluations serve a dual function: an employee feedback system and a management information system.

What makes a successful performance review?

1. Meet with the employee to agree on specific performance goals.

2. Keep a detailed record of individual accomplishments during the review period.

3. Discuss performance at the end of the period. Together, come to terms on the evaluation rating and discuss its implications.

4. Continue an open dialogue with the individual, in which discussions on remedying any deficiencies and improving of important skills can take place.

5. Offer training, education, counseling, closer cooperation or anything else to support performance.

What to evaluate? Quantity. Quality. Cost. Timeliness.

Only actions and results are observable. Other issues are inferred.

Elements that contribute to results in performance evaluations:
• Relevancy: Important areas of an individual’s total responsibilities.
• Variability: Where a sampling exists, a range of performance can be expected.
• Individual bias: Individual bias can be minimized by involving others in the evaluation process that have direct knowledge of the person’s performance level, such as other managers and supervisors.

Be mindful that performance is a function of three variables:
• The person: talents, skills, interests, values and motives.
• The job: the work assigned and the opportunity it provides for achievement, growth, recognition and advancement.
• The situation: organization, administrative constraints, climate, supervision, resources assigned.

When addressing performance improvement, examine each of the variables in detail. The responsibility of the management evaluator is to assure a favorable interaction and balance among the three in the equation. Performance improvement should focus on strengths, not weaknesses, and should be compatible with career interests. Development of a working form for performance evaluations will be helpful. Good luck!

Clean Talk with Rose
By Rose Galera, CEH
Hawaii Hospitality Magazine, July/Aug 2008

Hi Rose,
Please share any strategies and best practices that will help me deal with mold and /or mildew in guest room/ condo and carpet cleaning programs.
Thank you,
Moldy Molly

Aloha MM,
Yours is a loaded question, so the first step is to know and understand the culprits you are dealing with. Mildew, mold and algae have been around since the beginning of time. All are a fungus (plant) that thrives in damp, dark and warm places with no air circulation and are generally found in kitchens, bathrooms, closets and poorly ventilated environments. These pesky growths may be recognized by sight as colored woolly mats or by a foul, musty, earthy odor that often leaves black, gray, orange, white, bluish-green specks or blotches on surfaces that they affect. Often frustrating with these problems is that, while we can clean it, kill it and abuse it, if not maintained properly they show up again and again.

One of the most effective and safe methods to kill them is with a disinfectant cleaner and by dislodging it with brush agitation. Chlorine bleach and water are often used, but must be used with caution as it can be harmful to people and to surfaces. In daily room cleaning services, it would stand to reason that mildew and mold should not be a major problem, especially if disinfectant-cleaner chemicals are used. Here, I dare to say that cleaning disciplines and processes may be a key problem that housekeeping managers should focus on, particularly bathroom and kitchen cleaning. Preapplication of disinfectant cleaners with 10 minutes dwell time is an important process to kill and remove germs, bacteria, mildew and mold. Finish rinsing with hot water to enhance the killing power and drying time of the cleaned surfaces. For heavy mildew and mold buildup, simple disinfecting is not enough due to mineral buildup. A stronger acidic type of cleaner is necessary to penetrate and dissolve the minerals, mildew and mold at its root.

Ways to prevent growth in bathrooms:
• Prespray all surfaces with a disinfectant cleaner prior to cleaning.
• Allow for 10-15 minutes dwell (germ kill) time.
• Clean all surfaces with detergent/ disinfectant and water.
• Keep bathrooms well ventilated after cleaning.
• Keep a small opening on both sides of tub shower curtains or sliding doors for air circulation.

In kitchen areas, mildew and mold problems generally will appear in the sink and drain area and in refrigerators around and in between the rubberized sealers on the doors.

Ways to prevent growth in kitchens:
• Sanitize all kitchen counter surfaces frequently.
• Pour disinfectant cleaner or a drain treatment chemical down the kitchen drain periodically.
• Use a dishwashing detergent with running hot water in the sink drains to assist with cutting of grease buildup.
• Garbage disposals should also be treated and cleaned with a brush-type tool.
• Full disinfecting cleaning of refrigerators should take place during all checkouts.
• A cup of fresh coffee grounds, charcoal briquettes or a box of baking soda will keep long-standing empty refrigerators fresh and moisture and odor free.

Sliding doors of clothes and linen closets should have small openings on both sides after cleaning for air circulation. Chemical moisture absorbers may also be hung in clothes closets. A wipe down with a disinfectant cleaner of the closet shelves and dresser drawers is recommended.

Mildew and mold in carpets occur when there is moisture buildup from spills, toilet overflows and / or overwetting during carpet shampooing. Musty odor is a tell-tale sign. Extracting, drying and disinfecting treatments of both the top and bottom of the carpet will be necessary to kill the mildew/ mold buildup and odor. It is important to find and know the source of the problem as well as the type of carpet and carpet backing being dealt with. Housekeeping managers should be well informed of the various types of carpets installed in their facilities, and the types of surfaces the carpets are installed on, to determine the best and proper carpet cleaning and shampooing process to be applied.

General mold cleanup tips:
• Identify and correct moisture problems.
• Provide well-ventilated working areas.
• Clean wet surfaces with disinfectant, detergent or bleach and water.
• Use personal protective equipment: respiratory, hand and eye protection equipment.

Good luck on your mildew and mold cleaning and elimination programs.

Clean Talk with Rose
By Rose Galera, CEH
Hawaii Hospitality Magazine, May/June 2008

Dear Rose,
Communicable diseases are on my training list. Got any information for an executive housekeeper struggling to put together a needed housekeeping training program?
Joannie

Aloha Joannie,
Communicable diseases are a fact of life that we in housekeeping must focus on. Illnesses spread because of close contact through touching, tasting and/or breathing. The spread of communicable diseases may be reduced by way of preventative and management measures. Communication, cooperation and training must be established among frontline and management personnel. Programs must include clean health policies, cleaning processes and plans for proper training about communicable diseases and illnesses.

Communicable diseases in the workplace pose three classes of risks: workers’ compensation liability, third-party liability and productivity losses.

Hotels use antimicrobials/disinfectants in routine cleaning of guest rooms and on-premise laundering to ensure clean and sanitary bed and bath linens. The same applies to health clubs and spas. Disinfectants are used in public spaces to reduce or prevent the spread of infections.

Other routes of transfer of disease-causing microorganisms include sinks, faucet handles, bathrooms, counters, tables, phones, television remotes and desktops. Regular hand washing, the use of disinfectants and sanitizers on surfaces and objects and general cleanliness are important practices.

Hotels are also often equipped with indoor and/or outdoor swimming pools and whirlpools. These pools create an additional need for antimicrobials. Microbial growth, while encouraged by sunlight, can still flourish in the indoor environment. The use of antimicrobials is therefore necessary in the treatment of swimming pool and spa waters; otherwise, biological contamination would result, indicated by the water’s discoloration and bad odor. Antimicrobials lower the risk of disease and increase aesthetics for the guests’ recreational enjoyment.

Hotels also use antimicrobials in cooling tower treatments to prevent the spread of disease through ventilation.

Communicable diseases are caused by germs and tiny bugs. The germs and bugs are categorized as: viruses (e.g., “colds/7 chicken pox, hepatitis), bacteria (e.g., “strep,” tuberculosis), fungi (e.g., ringworm, thrush) and parasites (e.g., scabies, head lice).

Frequent hand washing while at work is most often discussed in connection with food and cleaning. But it is important to wash hands after using the bathroom, handling money, coughing, sneezing, etc. Evidence indicates that many communicable diseases, such as hepatitis, and gastrointestinal problems including diarrhea and upper respiratory diseases, are spread through contact with contaminated surfaces and inanimate

Health screenings and immunizations of employees are important to prevent the spread of diseases. You can’t tell by looking at people whether they carry a communicable disease. To prevent the spread of diseases, we must take the same infection control precautions at all times with all people. Employees should follow daily safety/infection-control practices to prevent the spread of disease: 1) wash hands at proper times and with the proper technique, 2) use latex or vinyl gloves for contact with blood, 3) clean and disinfect objects and surfaces regularly, 4) prepare and handle food in a sanitary manner, 5) dispose of waste properly and 6) provide fresh air and ventilation.

The best defense against communicable diseases is a healthy body. Intact skin is an excellent barrier to germs. A strong immune system fights off most germs. When we take care of our bodies with proper nutrition, exercise and rest, our bodies can usually take care of us.

Employees should have periodic health screenings. This helps identify health needs and provides treatment to prevent further health problems. The health screening item most relevant to communicable disease are immunizations (vaccines) to protect against serious illnesses, such as polio, measles, diphtheria, mumps, tetanus, rubella (German measles), pertussis (whooping cough), hepatitis B, haemophilus influenza B and varicella (chicken pox). Hotel employees should consult their health care provider about getting immunized. Since new immunizations can become available at any time, consulting with local public health authorities to leam the most current information is recommended.

Contacting your company’s health care provider for educational information and materials is an excellent avenue for a training program. The health care provider may also support you by providing a speaker for your training programs.

It is important to include in your housekeeping cleaning processes critical information and cleaning steps in dealing with any communicable disease situation or incident that mav arise.

Good luck in putting together your training on managing communicable diseases.

Clean Talk with Rose
By Rose Galera, CEH
Hawaii Hospitality Magazine, Mar/Apr 2008

Dear Rose,
The word ‘Fomite’ has come up frequently in talking with fellow colleagues reference to Housekeeping and Food Sanitation. Any further information or explanation you can share to best understand its meaning and affect for Housekeeping training will be appreciated.
I Am Bugged

Dear Bugged,
During the Spring of 2007, Executive Housekeepers from Hawaii attended the I.E.H.A., PSWD Convention held at the University of Arizona. All had an educational opportunity to attend an excellent learning workshop presented by Dr. Charles Gerba, PhD, on the topic of Fomites. The title of the workshop was ‘Beware of the Fomites,’ its significance in disease transmission, research and testing information performed by the University of Arizona’s Departments of Soil, Water and Environmental Science and Epidemiology and Biostatistics AZ were presented by Dr. Gerba. The following information gathered from Dr. P. Gerba’s power-point presentation, was also shared at an educaLional session for Executive Housekeepers of the I.E.H.A., Hawaii Chapter. It is shared here as important information for all Housekeeping and/or Food Sanitation training programs.

What Is Fomite?

A fomite (FOE-mite) is a physical object that serves to transmit an infectious agent from person to person. For example, a comb infested with one or more head lice would be a fomite, Likewise, the dust particles containing infectious cold virus that remain after droplets of infected saliva are coughed into the air are fomites. Other examples of common fomites are sponges, cleaning cloths, cutting boards, hair brushes, combs, tissues, toothbrushes, forks and spoons, drinking cups and more . . . Other Critical Control Points of Fomites in a guest room setting are: phones, desk tops, key boards, mouse, toilet seats, bathroom sinks, trash receptacles and remote controls.

Why Study and Know About Fomite?

Fomites are believed to play a significant role in 1) transmission of respiratory and enteric (intestinal) viruses; 2) the cross-contamination of foodborne pathogens in the food service industry and in the home; 3) the amplification of bacteria and fungi (sponge/dishcloths); 4) Identifying areas where greatest risk of transmission can occur; 5) determination of risks of infection and success of interventions in reduction of risk.

It is important to be aware that common pathogens are transmitted via contaminated environmental surfaces. Pathogens are microorganisms that can cause disease in other organisms, humans, animals, or plants.

Home is Where the Germs Are

A look at the infection rates for everyday objects in the home and may apply also to hotels and/or condominiums:

Toilet Handle – 40%
Phone Receiver – 80%
Bath Faucet – 50%
TV Remote – 60%
Light Switches – 60%
Computer – 40%
Kitchen Faucet – 60%
Door Knobs – 60%
Microwave – 60%
Refrigerator – 60%

Common Pathogens Transmitted via Contaminated Environmental Surfaces.

Bacterial Pathogens
Salmonella E. coli Listeria
Clostridium difficile Staphylococcus aureus

Viral Pathogens
Rotavirus
Respiratory syncytial virus (RSV)
Norovirus
Enterovirus
Rhinovirus

Key factors to consider

• The kitchen is more heavily contaminated than the bathroom.
• Ordinary cleaning practices do little to reduce the microbial load.
• Use of hypochlorite cleaning products resulted in a significant reduction in HPC, coliforms, and fecal coliforms both in average and peak values.
• Risk of infection could be reduced greater than 99.99% on cutting boards and kitchen counter- tops by use of orite cleaning products.

Microorganisms Associated with Outbreaks in Public Toilets are:
• Shigella – Diarrhea
• Salmonella – Diarrhea
• Hepatitis A virus – Liver Disease
• Norovirus – Vomiting and Diarrhea

Aerosals are produced during toilet flushing:
• Fecal bacteria and viruses are ejected from the toilet during flushing.
• The droplets settle out in the restroom contaminating the restroom with fecal microorganisms.

Hand-Washing Findings:
• 95 percent of people say they wash their hands after using a public washroom
• 67 persent actually wash their hands
• 33 persent of those use soap
• 16 persent really wash long enough

Most Disease are spread through hand contact therefore Handwashing is very important

Bacterial Reduction on the Hands: average of all published studies

Fomites will continue play a major role in disease transmission now and into the future. Good hygiene is not cleaning more, but focused and targeted use of disinfectants.

After reading the above, it is not difficult to realize the importance of such training with all in the professional cleaning field. It is imperative that leaders in the cleaning industry teach, promote and practice the Environmental Stewardship Principles found in the book titled ‘Protecting the Built Environment, Cleaning For Health’ by Michael A. Berry, Ph.D. These include:

• Clean for health first and appearance second.
• Minimize Human exposure to contaminants and cleaning products
• Recognize cleaning as an environmental health benefit.
• Commit to occupational development of cleaning personnel
• Communicate the value of healthy buildings.
• Minimize chemical, particle and moisture residue when cleaning.
• Ensure for worker and occupant safety.
• Contain and reduce all pollutants entering the building.
• Dispose of cleaning products in environmentally safe ways.
• Establish and document routine maintenance schedules.

Happy Training! Rose