The year is winding down, and you know what that means—time to look ahead to another year and get your plans in place. I know as business owners and leaders, it feels like you never get to live in the present, that you must always be looking ahead, but such is the nature of the job.

This month’s Cleanfax provides many points to aid you in your company improvements in the coming months. From maintenance tips to teambuilding, we’ve got the goods.

A good place to start this fall is making sure your company has in place a plan for protecting your truckmounts. It’s easy to procrastinate on upkeep on your trucks, but as we all know, “tomorrow” often turns into weeks (or worse) when we put off maintenance of things. My car, for instance, needed an oil change something like a decade ago.

In our October issue, you’ll find a helpful guide developed by the truckmount team at Legend Brands that lists high-priority maintenance items and how often and why they must be performed.

If you’ve been thinking it is time for you or your techs to take new or more advanced IICRC classes and/or have been wondering if it’s worth the time, money, and effort, take a look at IICRC Standards Director Mili Washington’s article. It explains in detail how IICRC standards are developed and published, including how the association decides what goes into each one and, therefore, what is taught in class. No matter how much you think you know about the standards process, you will likely learn something in this article.

Looking to add new staff in the coming months? Check out “How to Build a Cleaning Dream Team.” It will give you a primer on “behavioral interviewing” techniques, which uses specifically worded questions to find out whether job candidates’ personalities are aligned with your company, greatly reducing turnover.

You can learn how to make time use on the jobsite more efficient by creating an order for equipment to be carried onsite. You might be surprised to learn how much time (and how many steps) techs are wasting simply walking back and forth to the truck!

You’ll also find part two of Mark Springer’s “The Greatest Need” (see part one in the September issue) in which he lays out the steps needed to bring the restoration industry together for the betterment of all stakeholders. If you’ve ever complained about TPAs, insurance companies, or other restoration issues, this is the article for you.

Lastly, with the rise in popularity of 3D imaging tools in restoration and with the publication of PIRC’s “Best Practices for Photo Documentation (Learn more about this.), it seems time we took a look at this technology and what it can do. Brandon Donatelli does just that in “Reality Capture: Using 3D Imaging in Restoration.”

Whatever improvements you’re hoping to make in the next few months and the coming year, we want to help. If you have an issue you’re struggling with as you look ahead and would like it addressed in an article, let me know at amandah@issa.com, and I’ll find an expert(s) with a solution.

Amanda Hosey is the managing editor of Cleanfax. She has worked as an editor and writer for more than six years, including four years with Cleanfax. Reach her at amandah@issa.com.

The post Days Winding Down appeared first on Cleanfax.

Chris describes this particular job: These photos show a 26-year-old carpet in a church that was badly in need of a color restoration. Our dye trainees used a specialized tool called a “dye trolley” to completely re-dye this carpet back to its original color and beauty. The dyes we used were non-toxic and permanent and colorfast for the life of the carpet, and it could be walked on seconds after we applied the dyes!

For an opportunity to win a chemical prize package from Solutions by Steam Pros (worth $250), send your images and a brief 100-word description on how you obtained your results to managing editor Amanda Hosey at amandah@issa.com, or submit via Facebook Messenger at . Contest rules available by request.

[infobox title=’DID YOU KNOW’][/infobox]

Restoration professionals have 80% of the equipment needed to eradicate bedbugs using heat (sustained temperatures at or above 119 degrees Fahrenheit), and while pest control companies are required to be licensed, in most states, using heat against bedbugs requires no licensing.

For more on this subject, visit cleanfax.com/diversification/bed-bug-eradication-services.

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Residential carpet cleaning can be a brutally exhausting job on so many levels. It is emotionally tiring to work with a constant parade of new (and sometimes difficult) homeowners. Plus, carpet cleaning is just plain tough physically, but it gets worse when we don’t help our techs work efficiently.

Your challenges

You as the owner or manager in your company are likely an instinctively organized person. After all, good managers will mentally review and analyze any given job. They then break the work into smaller tasks while asking themselves, “How can I be more efficient?”

This analytical process is automatic… for you. However, your (often young and inexperienced) technicians likely haven’t yet developed this analytical ability. The result? Your workers are probably making many unnecessary trips back and forth to the van.

This inefficiency on the job brings many bad results: 1) Work quality suffers because the right tools are not at hand when needed; 2) extra trips to the truck means less time actually working; and 3) a fresher technician will have more time and energy to focus on converting the customer into a delighted cheerleader! (For a complete review of how to make customer cheerleaders while working in the residential environment, read my article in the July 2018 Cleanfax.)

Of course, when performing a repetitive task like residential carpet cleaning, everyone will eventually develop their own routine habits. Your technicians will do the same; however, each tech will be following his or her own system which will likely clash with your other employees’ routines.

This lack of company-wide consistency will be deadly to your efforts in building a critical mass business that will run smoothly without you.

Steve’s solution

I realized for their welfare (and mine), we needed to stage manage my technicians’ on-the-job routines. However, I also knew the old saying is true: “There is success through many advisers” (Proverbs 11:14).

And who better to be my advisers than my people down in the trenches, actually doing the work every day—my technicians? So, in a company-wide staff meeting I explained the challenges above and the many advantages for everyone of developing consistent, efficient setup routines.

I then humbly asked for my employees’ help. I asked each lead tech to track how many individual trips they made back and forth to the truck while setting up for each residential job. Over the next week, our crews wrote their total setup trips for each job on their Production Day Sheet. (For a sample Production Day Sheet, see the January-February 2018 Cleanfax.)

At our next weekly staff meeting I shared the results from the previous week. Of the 39 residential jobs my techs tracked (they forgot a few), they averaged 19 trips back and forth to the van per job just while setting up. To make this more real for my staff, I played with some numbers.

For example, assuming an average of 300 feet round trip from the wand to the van and back, this meant that our techs were walking over a mile on each home just to get set up! Just by raising our workers’ consciousness we saw good results.

Our new company mantra became, “No trip wasted!” Then we took it to the next level by developing a “miscellaneous backpack” filled with small items—you know, the stuff that would be forgotten, requiring yet another trip back out to the van, or worse, that wouldn’t get done at all. (I’ll talk more about the backpack in a future article.)

We started the backpack with five cotton bathmats for those slippery carpet-to-hard-floor-transitions and added furniture sliders, foam blocks, and sticky tabs. This backpack contained hose straps and a hose stabilizer that hooked onto the client’s stair banister. We also made sure to include bottles of our free, custom-labeled spotter, and in the smaller pockets we kept pens, a lighter, pliers, napping shears, a pH pen, etc.

After testing the backpack concept, we found our techs averaged 3.7 fewer trips out to the van per job. That meant, in an average week, we cut out 43,290 useless steps, or over 8 miles, of wasted walking. Part of this savings was due to only having to remember the backpack and not the 20 or 30 items individually.

Our new setup motto became, “Every hand full, every time!” (We freed up two hands just by implementing the miscellaneous backpack.) However, we learned that to make this motto work, items needed be carried up to the home in a logical order.

Next, we challenged each of our crews to develop a numbered list of items to be carried into the house in an orderly sequence (see example.) My techs’ lists were the foundation for a Residential Set-Up List (RSU List) that structured our setting up routine. To ensure consistency with this routine, a laminated copy was taped to each van’s dash with another copy posted next to each truckmount.

The result

Just raising my techs’ awareness of their wasted steps paid off big time. But once we jointly developed our new step-by-step Residential Set-Up List, my employees’ productivity (and morale) soared.

Note: The phrase “jointly developed” is very important. When you involve your workers in brainstorming and implementing new systems, they will own these changes, enthusiastically embracing your new procedures instead of stubbornly resisting you.

Our common, shared Residential Set-Up List also allowed my techs to switch partners and still maintain a consistently smooth workflow. This improved relationships and made for a much happier and less stressful work environment.

And the extra time we saved by not making all those useless trips out to the truck? My techs were able to slow down and give extra attention to their work and, more importantly, to focus on cultivating a professional relationship with their clients. The result? Our customer cheerleader efforts blossomed and so did our five-star reviews.

And what about those numbers? Remember that previously we were averaging 19 visits per setup back and forth to the truck? Review the Residential Set-Up List we came up with, and you’ll see that only seven trips were required before the wand started moving. This amounts to a 63% savings on employee steps and start-up time.

Of course, my Residential Set-Up List portrays a perfect job in a perfect world with perfect techs, but even if those seven trips stretched to nine or 10 trips out to the van, we still cut our time and tech effort by 50%. More importantly, I had introduced the consistency of a stress-free critical mass business into my company.

This “no drama” work atmosphere created happier workers and delighted cheerleaders, which translated into much higher profits and personal freedom for me. As I now tell all my students, “This stuff works… if you do!”

Steve Toburen started and ran a world-class cleaning and restoration firm for over 20 years. He is now the Director of Training for which includes a complete, turn-key 4,000 page Business Infrastructure for cleaning and restoration companies. Steve also founded , a resource portal with training programs for contractors working in customer’s homes. Reach Steve at stoburen@homefrontsuccess.com.

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Ian Doyle is a Canadian singer/songwriter and actor from Petty Harbour-Maddox Cove, Newfoundland. He gained fame as lead singer of the band Great Big Sea and through his books Where I Belong and A Newfoundlander In Canada: Always Going Somewhere, Always Coming Home. In an interview with Doyle, he described an early childhood job on the wharfs of his seaside town that caught my attention. The economy of the community revolved around the fishing industry. For five or six months each year, the local fisheries and townspeople worked around the clock, processing the cod the fisherman caught.

As a ten-year-old, Doyle began participating in this work. At six or seven o’clock on summer mornings he would leave his house and run down to the wharf with a bucket and a sharp knife in his hands. His job, along with some of the other kids, was to wash the tables and the boats, and to help unload the boats for the fishermen. In return, the fishermen would let them cut out the tongues from the harvested cod. The kids would then make money selling the tongues to some of the local restaurants as a delicacy.

As he told this story, Doyle related how this childhood job taught him invaluable lessons that would carry through into his adult life. He explained how, even as a boy with only one specific skill, he participated in the local economy. The community needed him, and he needed his community.

It’s the same with the communities within our companies. While we may view our individual company as insignificant in size and impact compared to external communities, each of us is an integral part of an interconnected society. We rely on each other, not only for the services our company provides, but for the jobs we create, the taxes we pay, the related businesses our company and our people support, and the organizations we back through charitable giving when our business prospers. Our companies are more than just the services they provide, regardless of their size.

Another lesson Doyle learned from his childhood job was that if he worked with a team, doing the work together, they all did better. Each successful business owner has applied this same fundamental lesson in their company. No successful business or career has ever been built by one person working alone.

Doyle also learned that everyone benefits from being fair and honest with others. My guess is that he learned this lesson not only from the fishermen on the wharfs, but also from the restaurant owners he did business with, the other kids who were doing the same work, and his parents around the dinner table.

If there’s one lesson the perspective of time really brings home, it’s probably this: It’s amazing how our relationships and reputations follow us throughout our lives.

Business lessons are just life lessons being played out in commerce. If we pay close enough attention, we learn that some of the best lessons are the ones we learned in our childhood.

Chuck Violand is the founder and principal of Violand Management Associates (VMA), a highly-respected consulting company in the restoration and cleaning industries. Through VMA, he works with business owners and companies to develop their people and profits. To reach him, visit or call 800-360-3513.

The post An Unlikely Classroom appeared first on Cleanfax.

It was a stark reminder; while at my first Property and Liability Resource Bureau (PLRB) Tech Symposium earlier this year, the hottest topic in insurance and restoration was not, in fact, simply technology, but rather the omnipresent yet elusive technical  issue that’s never far from the thoughts of any insurance professional: documentation.

For the better part of the past 20 years I have worked in the insurance industry, and what I’ve witnessed has been something akin to a game of tennis: a never-ending volley of advances in software and claims management tools, lobbed back and forth between carriers and service providers, all with the intention of capturing the most accurate documentation to manage and settle claims. For the restoration contractor, thorough and proper documentation is necessary to ensure you get paid for your services.

The problem with digital photo documentation

The Property Insurance and Restoration Conference (PIRC) has recommendations for digital photo documentation, created by professionals in the insurance industry representing carriers and service providers at the highest levels. This incredibly knowledgeable and reputable group has defined the “Qualities of a Quality Photo,” which lists seven key factors to successful photo documentation:

• Exterior of the loss location,
• Interior,
• Floor and ceiling,
• Pre-existing conditions,
• Cause of loss,
• Resulting damage,
• Contents.

In covering these bases, the person capturing the photos requires an in-depth understanding of property loss and ideally would be trained or certified as a technician. Without this knowledge, missing key elements can render photos worthless. In an effort to avoid missing these details, the practice of taking large quantities of photos has become an unbearable norm for the industry. After all, if a picture is worth a thousand words, then the more pictures, the more valuable, right? In reality, this couldn’t be farther from the truth.

In the traditional insurance workflow, after photos are taken (which in a well-documented claim can range from several dozen to several hundred), there are an additional five steps to their transfer and documentation. Yes, you read correctly, documenting the documentation! It is as redundant as it sounds. That workflow goes something like this:

• Step 1: Use a phone or camera to take photos.
• Step 2: Transfer the pictures to a computer (which typically happens hours later, after a multitude of thoughts and ideas regarding the loss site have been forgotten).
• Step 3: Name (or title) all the photos.
• Step 4: Use a pre-templated word processing document. Commonly the last person’s photos are still in it, adding the step of first deleting the previous photos.
• Step 5: Place the photos in the template page by page.
• Step 6: Label each photo again and hope the captions align.

Sound like fun? If only I had a dime for every time I heard the words, “it is what it is.” When professionals find themselves taking hundreds of photos to ensure they capture every detail, this workflow becomes unmanageable. I have seen many operations, both by carriers and service providers, and this process is routinely incomplete and disorganized until the dreaded dispute arises. Then everyone is frantically trying to piece photos together to understand the story that never was completed originally. Cycle times suffer, nerves run thin, and the coveted mutual customer loses patience hanging in the imbalance.

Brandon Burton of Next Gear Solutions offers insight in his editorial, “The Digital Myth: Unlock the Truth Behind Embracing Industry Technology.” He explains:

Industry standards are becoming more complex, requiring more mathematical analysis to drive objective decision making.

Insurers, TPAs, and other stakeholders are requiring more robust documentation to fully memorialize the project and its overall successes and shortcomings.

The trend for increasing transparency in documentation and results will not reverse; it will grow as more electronic systems and software become further connected.

How 3D imaging can help

Image courtesy of Matterport.

As recently as just a few short years ago, the insurance ecosystem had been slow to gain traction with technology relative to other industries. But with increases in internet speed, advances in web-based software, and strides in cyber security, adoption of innovative tools are finally starting to take shape. This includes the implementation of 3D reality capture, which creates precise representations of a property and its condition, all in the form of a navigable 3D model.

While reality capture most directly impacts documentation, its efficiencies extend throughout the claims management cycle. For the restoration professional, 3D imaging technology can help to tell the full story. 3D models provide an accurate and complete documentation of a loss, capturing details that previously required hundreds of photos to document. What’s more, the simplicity it brings to claims management doesn’t come at the cost of a complicated capture process. With some simple best practices, ease of use makes implementation of this technology even more viable.

The use of reality capture technology creates transparency, fairness, and accountability across the claims process so that those famous words can finally be put into their proper place: It is what it is.

Brandon Donatelli is the director of accounts for the insurance market at Matterport. Prior to Matterport he led teams in the restoration industry as an executive manager, owner, and consultant. With an education in fire science and construction management, he founded a restoration startup in the Midwest that scaled to the top 5% in the industry. He has also worked as a firefighter and EMT. Reach him at bdonatelli@matterport.com.

The post Reality Capture: Using 3D Imaging in Restoration appeared first on Cleanfax.

A truckmount may be one of the most expensive pieces of equipment you own. So, how do you best protect it? Regular truckmount maintenance is the key.

When you buy a truckmount for your business, whether new or used, you should always review the operation instructions for the machine and discuss service schedules with your local service center before its first job.

New machine operators often experience issues that are preventable and are caused by not thoroughly understanding how a truckmount operates and what components need to be serviced regularly. Truckmount maintenance is not just for your local service center—some components require maintenance daily, monthly, annually, or at certain hourly intervals. Your operator’s manual should list all specific instructions and time guidelines for each maintaining component.

Having access to a service network and support is a key advantage of purchasing equipment from a major manufacturer. Doing so generally gives you access to training for you and your techs in proper truckmount maintenance and repair. Being knowledgeable about your truckmount helps to ensure that if something goes wrong, it can get back out on the road and be making money again as quickly as possible.

To help truckmount users be prepared, especially ahead of the cold winter months, the Legend Brands service team came together to offer expert tips for maintenance.

1 | Daily

At the end of each workday, it’s critical to lubricate your blower with a quality silicone or PTFE-based lubricant to prevent rust and corrosion buildup. This reduces the chance of excess moisture accumulation in the blower. On most truckmounts, there is a lubrication cup located on the front of the machine that makes it easy to apply the lubricant. Skipping this step can lead to costly repairs and shorten the lifespan of the vacuum pump.

“Keep the waste tank lid cracked open when not in use,” Rick Aranda suggests. “This also helps to prevent moisture from accumulating in the vacuum pump.”

2 | Every 200 hours

Protect your truckmount’s engine. It is the heart of your truckmount, and if you don’t regularly change the fluids, you risk dramatically reducing its life.

“We recommend oil changes at 50 hours for new units and every 200 hours thereafter,” says Glen Wilson. “If you plan to do this yourself, you can pick up an engine maintenance kit that includes everything you need to change your oil, oil filters, air filters, and spark plugs.”

3 | Monthly

Heat-exchange technology and temperature control have significantly improved since truckmounts’ early years. If you have a newer unit, it’s likely equipped with precise
temperature-control diverter valves and specialty cylinders. “Keep these devices properly lubed monthly to keep the solution temperature controls operating as intended,” Justin Johnston recommends.

4 | Monthly

Cleaning the bypass manifold orifice and screen ensures your unit will maintain consistent temperatures so there won’t be significant spikes or drops in solution temperature. A clogged orifice can lead to overheating of your machine and cause non-warrantable damages.

Alvin Amirkhanian explains, “Many truckmounts have an orifice and screen that need to be cleaned monthly. Simple how-to videos are available on YouTube.”

5 | Regularly

Dirty filters, float switches, and inadequate seals all affect the vacuum performance of your unit. Check the waste lid gasket often to ensure your tank has a tight seal, and plan on replacing it if you see any visible wear. Also, clean, inspect, and/or replace your waste tank filter whenever there is visible wear or damage to the filter.

Always make sure that the float switch is clear of any debris and operating properly. “A dirty float switch can often cause headaches in the field,” Johnston explains. “Your wastetank can easily overflow into your van if the switch does not properly detect the wastewater levels, or a failed switch can shut down your machine prematurely.”

6 | Regularly

Proper truckmount maintenance and inspection of cleaning tools and hoses is also critical. To keep your truckmount operating at peak pressure, heat, and vacuum, be sure to inspect vacuum and solution hoses for cracks, excessive wear, or damage. And don’t forget the wand! No one wants to do a job with plugged, corroded, or leaking jets or damaged glides.

Tools need to be protected from freezing as well. Just make sure to capture the antifreeze into an approved container. Also, scale can build up in your wand jets and affect cleaning performance, so remember to descale your cleaning tools regularly to flush out any hard water deposits.

7 | Regularly

Visually inspect belts regularly. Look for wear and pay attention to the sounds of your machine. “If you notice squealing noises coming from your unit, it could be due to a belt slippage or misalignment,” says Amirkhanian. “I suggest taking your equipment to a local service center when something just doesn’t sound right to diagnose and fix any potential issues.”

8 | Regularly

Regularly check lubricant levels on these three major components: Engine, pressure pump, and vacuum pump. Aranda points out, “This is a simple but too often overlooked step.”

9 | Frequency dependent on water hardness

Nearly 85% of the United States has hard water with dissolved minerals in excess of .35 grains of hardness. Water with high mineral content leaves behind deposits inside water lines, pumps, heat exchangers, valves, and fittings—basically throughout your entire water system. These deposits reduce or block the flow of water. This can lead to significant damage throughout your truckmount system and create expensive repair bills.

“We see many avoidable and sometimes very costly failures from users operating truckmount equipment using hard water. Descaling your truckmount is a simple 15-20 minute process that recirculates an acid cleaner to dissolve scale and mineral deposits in your system and flush it out,” Johnston and Aranda say, adding, “Descaling procedures vary by model, so we always recommend referring to your operations manual for detailed instructions.”

10 | Annually

Freeze-protect your unit by winterizing with antifreeze. If your truckmount is exposed to freezing weather conditions, the water inside your machine may freeze, resulting in serious damage. “Heat exchange systems and other components may have to be replaced after freeze damage. You can usually find winterizing instructions in the service/maintenance section of your operator manual,” says Wilson. “For additional protection, I recommend parking your vehicle inside a heated building during colder months whenever possible.”

When you decide to invest in truckmount equipment, you want to maximize the operating life and performance of the unit. To help prevent unnecessary downtime and premature component failure, establish a service and maintenance program as a part of your regular business practices.

Truckmount equipment is expensive—protect your investment! Proper truckmount maintenance will extend its life and usefulness, resulting in reduced operating costs and increased profitability for years to come.

As the cleaning equipment category manager at Legend Brands, Laura Ortbahn manages the lifecycle of current products and new idea development. She works directly with end customers plus Legend Brands regional service managers and product specialists to proactively address technical questions and issues that relate to truckmount maintenance and operation. She worked in customer support and equipment sales for Prochem and Legend Brands for 11 years before becoming category manager.

The post 10 Expert Ways to Protect Your Truckmount appeared first on Cleanfax.

If you’re operating a cleaning service company in the United States, I’m not telling you anything you don’t already know when I say the job market hasn’t been this tight in a long time. The ability to consistently locate, attract, and hire top cleaning talent will make the difference between your business thriving and struggling. A reliable, high-performing staff leads to happy customers, the ability to meet the demand for your services, a great income, and the free time to enjoy it. An unreliable staff means turning down opportunities, losing market share, frustrated clients and owners, burn-out, and failure.

So if you find yourself hiring/firing cleaners with alarming speed and regularity, unable to retain or add clients because you don’t have enough good workers, or dealing with too many complaints, re-cleans, and schedule changes, I’d like to suggest using a behavioral interview method as part of your hiring practice.

Behavioral interviewing is based on the simple presumption that past behavior is a good indicator of future behavior, and as such, it seeks to identify certain traits and characteristics you need in the position you’re hiring for. Behavioral interviewing works best when it’s used in the context of a suite of tools, rather than as the only tool in your screening process.

STEP 1 | Define and limit what you’re looking for.

Just as customers seeking a cleaning service that’s great, fast, and cheap are likely to be disappointed, you must accept the fact that you can’t get everything you want—there are no perfect workers any more than there are perfect bosses. Instead, determine the skills you MUST have, and be willing to be flexible on the rest.

When hiring employees, you might, for instance, have pre-determined you’re looking for cleaners with critical thinking skills, the ability to prioritize tasks, and a proactive approach to customer satisfaction.

After managing my own cleaning company for 26 years (and counting), I’ve decided to hire first for character, and second (or not at all) for experience. We focus more on technical experience for our commercial accounts. But for employees who will be working primarily in customer homes, I’ve found that good character and demonstrating the three traits I’ve listed in the previous paragraph turn out to be much more important than being a great cleaner. A person who can problem solve, work on a timeline, and dedicate themselves to customer service beats the best cleaner with a bad attitude all day long.

STEP 2 | Understand and use the correct question structure.

The most effective behavioral interview questions contain two basic parts: The question stem, which asks the interviewee to recall a specific situation or task from their experience, and the completion of the question, which describes the characteristic you’re interviewing for. For example:

Tell me about a time when you went above and beyond in order to satisfy a customer.

The question structure is important because behavioral interviewing is all about searching for desirable past behaviors. You want your candidates to describe specific examples of their past behavior, rather than offering vague assurances that they care about customer service. The second part of the question focuses on the precise characteristic you are searching for. Notice that the example need not be related to cleaning; your candidates may have previously worked in retail or food service but if they have developed a dedication to customer satisfaction, then they have the trait you are looking for.

STEP 3 | Carefully craft your questions ahead of time.

To find the best employees, you must be intentional in your interviews. That means being prepared with carefully crafted questions that get at precisely the behaviors, character traits, and skills you are searching for in an employee. Here are some additional question stem formats:

• Describe a situation from your past when __________________.
• Describe an experience where ___________________________.
• Share an experience from your career when __________________.

To help the candidates tell you more about these experiences, be prepared to ask follow-up questions:

• What was the situation?
• What did you do?
• How did it turn out?
• What did you learn?
• What would you do differently?

STEP 4 | Document and implement a system for consistent behavioral interview techniques.

Documentation and training will be key to making this step flow smoothly. Make sure you fully document the interview strategy so you can teach others to perform this process. Don’t do “drive by” delegation; take the time to fully train, coach, observe, and refine your delegate’s performance so you set them up to win.

Finally, you need to track, measure, and refine your use of the behavioral interview method. You can’t improve what you don’t measure, so implement some simple tracking processes to monitor the results you get from this system. Do you get better performance from the employees you hire? Do you have less employee turnover? If the results are not what you desire, don’t assume the method doesn’t work; find what isn’t working and tweak or retrain to improve effectiveness.

The results

I’ve been successfully using the behavioral interview method for more than 15 years and have taught it to hundreds of cleaning business owners. It won’t measure things like intelligence, skill, or experience. It’s not a cure-all for every situation, nor can it be used in isolation. But when combined with background and reference checks and used consistently, it can make a world of difference in the quality and longevity of the cleaners you bring on board.

When you hire people who share your company values and possess the specific characteristics you need, you can improve your retention rates by up to 200%. This means that if 3 out of 10 cleaners you hire last more than one year, you could improve that to 9 out of 10. You could finally have the stable workforce needed to grow and expand, retain clients, get more referrals, take more time off, and ultimately operate more profitably.

Pam Washington founded her award-winning cleaning business in 1993. In 2011, she started Build My Cleaning Business, providing coaching and mentorship programs for established cleaning companies. 

The post How to Build a Cleaning DREAM Team appeared first on Cleanfax.

You likely know who the IICRC is and that it creates the standards used in your industry, but there is much more to know about the industry’s largest association—what it does, how it does what it does, and most importantly why it matters to you and your company!

IICRC is recognized as the premier standards-writing organization in the cleaning, inspection, restoration, and hard surface industries. IICRC standards are accredited as American National Standards, which have been developed using a rigorous process of compliance and procedural oversight by the American National Standards Institute (ANSI). The process is open, balanced, and requires consensus by the committee developing the standard.

In addition, each standard is available for an open public review and comment period to ensure stakeholder input is incorporated into the document. The result is a credible and collaborative standard-of-care document that uses reliable, industry-accepted terminology to describe concepts and procedures needed when providing cleaning, inspection, restoration, and hard surface services. IICRC standards range from water damage remediation to crime and trauma scene cleanup, with new standards currently being developed for fire and smoke restoration and illicit drug residue cleanup.

Well, that’s great! But how does it impact you and your business? Consider this: Your customers want services that are high quality, reliable, consistent, and safe. Following industry standards helps your firm streamline processes, trim costs, build credibility, and earn customer loyalty, which ultimately boosts your bottom line. Further, in the event of a conflict where parties are seeking legal recourse, the court or insurance company will typically review the industry standard requirements and rule in favor of procedures or requirements as laid out in the document. Although voluntary consensus standards, such as IICRC standards, are not mandated by regulation, following them can provide a level of protection against potential legal liability.

Why should I participate?

ANSI/IICRC standards are voluntary consensus-based standards that are accepted as the standard of care in the industry. Those who participate can vote on the standard and can influence what is included and what is not. IICRC needs your help to develop the highest quality standards in the industry.

What’s the difference between a standard and a reference guide?

ANSI/IICRC standards summarize important procedures and methodologies, while IICRC reference guides restate and further explain those procedures and methodologies and provide background information that supports the standard. Although the material in the reference guide does not carry the official status of a standard, the two sections complement one another and should be considered in tandem.

What is the process used to develop IICRC standards?

The IICRC standard-development process is long and thorough to ensure all affected parties are protected by it, taking into consideration and adjusting for comments both from the consensus body that develops the standard and the general audience that will use it. See the IICRC Standards Development Process Map flowchart below to see the journey of a new standard. For the detailed ANSI/IICRC standards development process, visit .

CLICK TO VIEW LARGER

Why does the IICRC develop standards?

As one of the first organizations to serve as a resource to others in the inspection, cleaning, and restoration industry, we set out to create a set of best practices—or standards—to connect our industries together. Our standards serve to develop common, industry-accepted language that enables us to more universally discuss concepts and procedures regarding cleaning, inspection, and restoration. Through this discussion, we can grow the industry together.

What is ANSI, and why do IICRC standards need ANSI accreditation?

As previously mentioned, ANSI stands for the American National Standards Institute. ANSI oversees and verifies the development and use of national consensus standards in many different industries. If an IICRC standard is accredited by ANSI, it means ANSI has recognized and verified that the requirements for due process and consensus have been met by IICRC. IICRC voluntarily chooses to follow ANSI policies and procedures to develop the highest quality standards possible.

What does it mean to have an ANSI-accredited standard?

ANSI accreditation means that a standard has been created using an open and fair development process and that the committees have followed principles of consensus, balance, and lack of dominance in developing the standards. Rules and processes are followed to ensure that a standard doesn’t represent or favor any one industry, company, or person and that a standard is created using a balance of interests for the good of the industry.

Why is it important to follow standards?

Simply put, standards work. Standards are created to find the best possible method of performing a specific task. The methods are presented by industry experts, debated and agreed upon through consensus, and reviewed extensively by industry peers to ensure they are fair and work as intended.

Standards ensure the method of cleaning, restoration, or inspection being performed is in fact the best and most effective option. They reduce redundancy, errors, time spent on a job, and costs.

How can I use standards to grow my business?

Customers demand quality, reliability, safety, and effectiveness—all of which result from following industry standards. By promoting that you follow ANSI/IICRC standards, you are demonstrating your expertise to current and future customers and instilling confidence and credibility in your services.

Who can be a part of the consensus bodies that develop standards?

Anyone affected in any way by IICRC standards is invited to participate in their development. As part of the ANSI rules, consensus bodies must be made up of a “balanced committee.” This means the committee needs to have an equal number of representatives from the following three categories:

No. 1: Producers
Producers are individuals or organizations who produce, manufacture, or supply goods and/or services covered by a standard, such as manufacturers and retailers of carpet, cushions and adhesives, cleaning tools, chemicals, and equipment.

No. 2: Users
A user is an individual who will be using the standard and/or performing the services covered by the standard, including installers, retailers, architects, cleaning and restoration firms, remediators, and facility service providers.

No. 3: General interest
General interest parties are those individuals or organizations directly and materially affected by the standard and otherwise interested in the goods and services covered by the standard, such as academia and government representatives.

In addition to following standards, representatives can actively participate in the standards-development process to maintain or gain market share and secure a competitive edge over those who do not participate. Without your influence and input, your competitors can dictate the way you should do business through the content of a standard. You can become involved as a voting member or as a nonvoting participant (reviewer, advisor, or public review commenter). Participation gives you a voice, and we invite you to make yours heard!

How can I get involved in the standards development process?

The IICRC is always looking for volunteers to participate in the development of its standards. For more information on all IICRC standards and which consensus bodies are currently accepting applications, visit .

IICRC standards

• Standard and IICRC R100
  Reference Guide for Professional Cleaning of Textile Floor Coverings
• Standard for Dimension Stone Maintenance and Restoration
• Standard for Hard Surface Floor Covering Inspection
• Standard for Professional Upholstery Cleaning
• Standard for Professional Cleaning, Maintenance and Restoration of the Commercial Built Environment
• Standard and Reference Guide for Professional Water Damage Restoration (2015)
• Standard and IICRC R520 Reference Guide for Professional Mold Remediation
• Standard for Indoor Environmental Assessment for Suspected Mold Contaminated Structures
• Standard for Trauma and Crime Scene Cleanup
• Standard for Professional Water Damage Restoration of Commercial Structures
• Standard for HVAC Cleaning and Decontamination in a Water Damaged Environment
• Standard for Professional Fire and Smoke Damage Restoration
• Standard for the Development of a Scope of Work in a Fire and Smoke Damaged
  Environment
• Standard for Professional Restoration of Fire and Smoke Damaged Personal Items
• Standard and Reference Guide for Inspecting Textile Floor Coverings
• Standard for Professional Remediation of Illicit Drugs, Cannabis, and Nicotine Residue

IICRC field guides

• IICRC for Safety and Health for Disaster Restoration Professionals
• IICRC for Safety and Health for Professional Cleaners

Why do some IICRC standards begin with BSR?

This means the standard is still under development. BSR stands for ANSI’s Board of Standards Review, which reviews and approves standards as American National Standards. All new standards under development are designated as BSR-IICRC until they receive final approval from ANSI and can be published.

Where can I buy IICRC standards?

All IICRC standards and reference guides are available online at the . Click on “current standards” on the top navigation bar and select the standard and version you need.

IICRC standards are available in multiple formats, including print, digital (e-pub and PDF), and through online subscription. The premium subscription allows users to access current or historical IICRC standards at any time and on any device. In addition to standards, the site provides tutorial videos, journal articles, and white papers. It has a global search and sort feature that gives you access to content in the office and in the field. For firms with multiple technicians needing access, the organizational subscription includes an admin portal where you can assign, edit, and revoke licenses based on the needs of your firm. For information on IICRC standards subscription, visit .

If you have questions about standards, email standards@iicrcnet.org.

Mili Washington, CStd, has been IICRC’s standards director since June 2011. Her focus has been on streamlining the standards development process and strategy at the IICRC, working toward American National Standards Institute (ANSI) approval for new and revised ANSI/IICRC standards, and using more digital tools to make virtual collaboration come to life. She serves as president of the Society for Standards Professionals (SES) and is an SES-certified standards professional. She graduated from George Washington University with a master’s degree in environmental and resource policy after completing a bachelor’s degree in economics from Delhi University in New Delhi.

The post Why You Should Care About IICRC Standards appeared first on Cleanfax.

In the first half of this article, I discussed the need for a platform for collective advocacy in the restoration industry—a way to deal with the problems we face but never seem to overcome like pricing issues, consultant and TPA issues in claims, and government regulations. But how do we accomplish this? How can we make our voice heard?

As restoration contractors, let’s stop wringing our hands in anxiety over the existential threats we face. For a minute, let’s imagine that our industry, after carefully considering the most significant threats, is able to deploy its own lobbyist to speak in protest of laws and regulations that are detrimental to our businesses. What if we had representation that was able to convey our concerns about the aforementioned questions we have asked ourselves about pricing methodologies, repair guidelines, or hostile claim consultants? This wouldn’t stop with merely conveying our concerns. The other players in the property repair ecosystem need to see that we understand our position, that we are mobilized to affect change, and that we will stand united for our collective rights as contractors, under the law, to uphold equitable policies and practices.

The property insurance repair industry faces many unique challenges. These challenges are not necessarily common among non-insurance-related general contractors, specialty trades, or the general service industry. Many of these other industries don’t face the sort of challenges that are described above. However, we don’t have to reinvent the wheel when it comes to advocacy for our trade. Many other industries demonstrate examples where effective advocacy and government affairs, including lobbying elected officials, has been tremendously effective. In researching the subject for this article, I spoke with representatives from the auto repair industry (which has many parallels to the property repair industry), local contractor associations, the National Demolition Association, the Window and Door Manufacturer Association, and others.

Each of these industries shares a similar playbook from which I’ve learned and suggest the following plan for our industry.

Step 1 | Create an RIA Advocacy and Government Affairs Committee

Trade associations are driven by volunteers. Volunteers are busy running their businesses in addition to their volunteer work. I try always to be sensitive to being critical of the work of volunteers, the work they have accomplished in the past, or the decisions they have made in their tenure. With that qualification in place, I think we as an industry are fighting an uphill battle, partially because our voice has been absent for such a long period of time.

It’s unfortunate that, in 2019, we are just now taking steps to implement a committee of such importance and bearing on our work. But, to this end, the Restoration Industry Association (RIA) has developed its Advocacy and Government Affairs Committee (AGA), which was formally announced in May. Attorney Ed Cross, known to the industry for his restoration acumen and success in defending restoration contractors, is currently serving as chairman of the committee. The committee is populated with successful restorers from regions across the United States who are willing to dedicate some of their time to the critical work on which this committee has embarked.

Work from the committee is well underway, with restorers from throughout the industry contributing financially and intellectually to the cause. The mission of the AGA is to develop and implement strategies to help create and maintain a fair and level playing field, financially and legally, for restoration contractors by advocating for their interests while working collaboratively with stakeholders involved in the restoration process. They will accomplish this using the AGA Blueprint, a seven-step plan, which aims to address the ideas laid out in this article.

Read more about the AGA’s ongoing work.

Step 2 | Prioritize issues and solicit member feedback

We must focus our efforts with laser-like precision. It would be exciting to start speaking and advocating the positions of restorers on the myriad issues that impact us. As impressive as this would be, the sugar rush of this effort would likely be short-lived and the results superficial at best.

The first order of business for the AGA Committee is identifying the top issues affecting contractors in the restoration industry. This curated inventory will then be submitted to all of the RIA membership for feedback and a vote as to which issues will receive focused attention at the outset. If you are reading this article, take a quick mental note of this and be on the lookout for the survey. Traditionally, surveys get little feedback and response. This is a big one, folks, because here you have a meaningful way to impact the future of your industry and your very livelihood if you respond thoughtfully to the survey.

Step 3 | Develop position papers and position statements

The purpose of a position paper is to succinctly organize an argument or opinion on a matter that can then be utilized to generate support or a specified course of action. When we have clear direction from the AGA Committee and our members as to the most pressing issues that have bearings on our future, we will develop position papers to unequivocally state where we stand and what we see as a path to resolution for a specific issue.

While the committee may seek industry experts and various stakeholders for input on the work of these position statements, it will be their ultimate responsibility to ensure that the positions taken are strongly aligned with the best interests of industry members. It’s essential to understand that RIA’s constituents represent a wide base of contractors who obtain their customers and execute their businesses in a variety of fashions. The official RIA position statements will necessarily incorporate the comprehensive needs of our membership based on the direction of our contractor members who are engaged with the committee.

Step 4 | Hire a restoration advocate

In the isolated cases where RIA is currently advocating for contractors, this role is often relegated to a volunteer who is either a restoration company owner or high-level employee in a larger company. This individual might then be put into a predicament if they speak candidly to the issues they are facing. There may be a fear of retaliation, especially if the contractor is advocating on an issue relating to an insurance carrier or TPA.

This, I submit, is why RIA must have a non-contractor representative to speak on our behalf. What we need is a tough-as-nails diplomat who understands our industry and has the oratory skills to articulate and advocate for our position. This is not an administrative wallflower or a policy wonk but, perhaps, someone with a background in lobbying at the state or federal level or with executive experience or a background in law.

Step 5 | Monitor issues, advocate for positions, build coalitions

Our restoration advocate would report on a day-to-day basis to the RIA executive director. However, this person must also have a key level of involvement with the AGA Committee and their work. They will monitor issues based on our position statements and then speak, argue, and lobby on behalf of our members for these positions wherever there is an opportunity to do so, including venues such as the Property Insurance and Restoration Conference meetings. It may also include setting meetings with leaders in companies or organizations where our voice is needed such as Xactware, individual contractor networks such as Crawford and Alacrity, or with significant consulting companies such as JS Held or Young & Associates.

The challenges that restorers face are not always unique to our industry. There are often allies that we can engage with specific areas where we have common ground. Our advocate will also be tasked with identifying and potentially forming coalitions where a larger group can impact the outcome.

Step 6 | Inform and engage membership

The engagement of our membership is key to our success. Again, due to the challenges and headwinds that restorers face, this is not a time wherein successful restorers can sit on the sidelines and do nothing. If we alert our members to specific threats, there will likely be an accompanying call to action that may include response to surveys, letter-writing campaigns, outreach to congressional representatives, or other actions that further the cause.

As we proceed, we will need your feedback; we will need your time in helping to craft policies and positions; and we will need your financial commitment to execute this plan.

Step 7 | Hire a restoration lobbyist

Just because this step is last in this proposed plan does not mean that it is least important. Hiring a lobbyist will be a monumental step for RIA. It will be costly, and the results will likely only be evident over a greater period of time. Initially, we will need to decide where to focus our efforts: federal or at the state level? Here, coalitions will be vital.

What’s next?

It is very clear that the restoration industry currently faces immense challenges. It is my hope that this plea for advocacy is received enthusiastically. Anecdotally, the discussions I have had about the need for advocacy with numerous restorers across the various spectrums of revenue size, location and service demographics have been met with a great deal of positive feedback.

We are at a point in which we need much more than platitudes about the need for change. We need a strategic and operational path forward. This plan would require consensus and a strong mandate, not only from RIA contractor members, but it also should be driven by other potential partners who have a stake in our industry to help us in this massive task. These partners include other restoration industry organizations such as the IICRC or IAQA and potentially a significant level of involvement from the franchise groups and national restoration providers.

While a focused strategy is important, I also believe that time is of the essence in this effort. Associations can tend to get mired in the details and encumbered by the availability of volunteers’ time. I would suggest that we don’t have three to five years to get this figured out. And, as General George Patton said, “A good plan violently executed today is better than a perfect plan next week.”

This effort will require significant quantities of three resources: time, talent, and treasure. Without the time investment of restorers at all levels, we will not be able to move in a direction that impacts key issues. Without the talented thinkers, strategists, and individuals who are gifted with execution skills, nothing will change. Without financial resources, we won’t be able to hire staff, monitor issues or travel to the locations where our voice is needed. The initial cost isn’t staggering—a suggested minimum investment of 1/100th of 1% of each restoration company’s annual gross revenue (e.g., $100 per one million in gross revenue)—and would provide the catalyst to move forward and get started.

We need you if we’re going to make a difference and positively change our industry.

*This article previously appeared in C&R Magazine, Q1 2019.

Mark Springer, CR, is the CEO of Montana-based Dayspring Restoration. He is an RIA board member, serves on the Executive Committee, and chairs the Education Committee. Mark welcomes your thoughts, feedback, and suggestions on this article. He can be reached via email at mark@
dayspringrestoration.com.

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