Infection Control and Staffing at a Major Zoo

Key Takeaways:
• Cleaning the Minnesota Zoo is a continuous, highly visible operation that protects public health, supports guest experiences, and requires constant adaptation to changing conditions throughout the day.
• Effective zoo facilities management depends on close collaboration across departments, with cleaning decisions carefully balancing sanitation needs, animal welfare, environmental stewardship, and operational demands.
• The success of a zoo cleaning program ultimately rests on investing in people—through training, career development, and technology that enhances, rather than replaces, the expertise and judgment of frontline staff.

Just as someone attending a concert will often fixate on the lead singer, the main attraction for zoo visitors are the animals. That means not many eyes spot staff walking the grounds. In fact, so little attention is paid to this work that Benner says many incorrectly assume zoos are cleaned overnight. The reality is that zoo cleaning is a continuous operation. 

Take peak seasons, for example. At the Minnesota Zoo, this could look like thousands of school-aged children navigating the grounds within a few hours. Such traffic results in copious amounts of spilled soda, popcorn, and pizza, in addition to restroom messes and unpredictable slop caused by inclement weather. In reality, there’s no possible way this space could function absent day cleaning. Without that work, the Minnesota Zoo would be as messy as a dropped container of hotdish. 

“Guests may never notice a restroom that stayed clean all day, but they immediately notice one that didn’t,” Benner exclaims. “Our team remains highly visible throughout the day because maintaining a clean zoo requires constant attention, not just overnight cleaning.” 

The Minnesota Zoo is open all year long, meaning cleaning staff contend with snow, ice, and salt that an upper Midwestern winter brings. Of course, that time of year also encompasses bouts of the cold and flu. Thankfully, Benner’s background in healthcare has heavily influenced the way he approaches infection control, putting the Minnesota Zoo in as good a position to protect visitors from cross-contamination. 

Benner instructs his team to focus on the cleaning and disinfection of restrooms and high-touch surfaces during flu season. He also asks that his staff pay close attention to spills, waste management, and proper use of chemicals during this period. Staff are trained to properly use personal protective equipment and to clean up bodily fluids and other unexpected biohazard events that occur. 

“No matter the time of year, at the zoo, we serve families, school groups, volunteers, employees, locals, and tourists of all ages,” Benner states. “Our goal is to create environments that are not only visibly clean but also support public health and safety throughout the day.” 

The elephant in the room when talking about cleaning a zoo is how to clean around and in the presence of animals. Brenner says facility cleaning managers of most facilities will choose cleaning chemicals based on efficacy, surface type, and cost, while others must consider the vulnerable populations that frequent the spaces they clean. When choosing cleaning products, the Minnesota Zoo will consider efficacy, cost, and application, as well as animal health and environmental impact, which is vital to a field focused on conservation. 

Benner and his staff do not clean the animal habitats, but they do work next to those spaces. That means water runoff, chemical overuse, ventilation, and other exposures are constant considerations. 

“For example, when horticulture irrigates portions of our ‘Tropics Trail,’ excess water can migrate into adjacent areas below. Building Services may then handle water recovery and floor maintenance,” he explains. “A simple cleaning decision can have implications well beyond the immediate area being serviced.” 

The sensitivity of cleaning around animal habitats presents a great example of why the facility cleaning team must maintain a good working relationship with other departments. Benner’s staff works closely with the zoo’s Animal Health and Animal Care teams to ensure products and procedures support the well-being of not just people, but also animals. 

Employee Relations 

Many people would describe themselves as animal lovers. And while many employees are initially attracted to the Minnesota Zoo because of its critters and mission, it doesn’t make the work any easier. In fact, cleaning the Minnesota Zoo requires a person to not only tolerate variety, but also embrace a job where the phrase “no two days are alike” isn’t just a cliche, but a reality. 

“A recent example of [this variety] occurred while I was training a new lead employee,” Benner recalls. “We were conducting a routine facility walkthrough when we received a radio call on a flooded tunnel caused by a failed valve serving an animal support area. What started as a 30-minute walkthrough quickly became a two-hour flood response involving two ride-on scrubbers and water extraction.” 

Because of the unpredictability of the job, staff trained to clean the Minnesota Zoo don’t just learn how to wield a mop and broom. They must learn technical cleaning skills, equipment operations, safety procedures, customer service, event support, seasonal operations, and more. It doesn’t take long for new hires to realize adaptability is one of the most important skills for cleaning in that environment.  

“There aren’t many places where a cleaning team member might support a public event with 4,500 attendees, help maintain palm leaf debris in a tropical exhibit, use a 4-by-6 to rescue a dumpster-diving raccoon, drive an electric ATV, and contribute to a world-class guest experience all within the same week,” Benner shares. 

Unfortunately, this variety and the ability to offer employees the opportunity to work near animals doesn’t insulate the zoo against cleaning staff turnover. As a result, Benner, like most facility cleaning operations managers, has had to work on employee retention. Seeking a solution, the Minnesota Zoo focuses on giving staff greater ownership of their work, clearer expectations, well-documented training procedures, and opportunities for advancement. 

Benner is also exploring opportunities for employees to develop alternative skill sets and actively supports light maintenance activities that complement the organization’s skilled trades teams.  

“Long-term, we want Building Services to be viewed as both a profession and a pathway for future career growth,” says Benner. “The mission attracts people. The opportunity to contribute to something unique helps keep them invested.”  

Future employees could also add working with technology as a perk to the job. Though the zoo has yet to incorporate autonomous and robotic equipment, Benner thinks it will at some point. 

“What I'm most curious about is how autonomous technology could support our grounds and horticulture operations,” says Benner. “Autonomous mowing, trail sweeping, and snow removal are intriguing possibilities. But Minnesota is a demanding proving ground. Equipment must withstand rain, snow, salt, mud, subzero temperatures, and continuous outdoor use. The question isn't whether autonomous technology works. It's whether it can do so reliably in an environment this demanding.” 

Ultimately, Benner wants technology that will elevate the work of his team but makes it clear: the team will always be the most important asset. That’s perfectly demonstrated in how he views the use of Internet of Things (IoT) technology. 

“A sensor can tell you a dispenser is empty, but it can't identify a clogged toilet, a wet floor, or a restroom that simply doesn't meet the standard our guests expect,” he explains. “There will always be value in physically inspecting spaces and relying on the experience and judgment of our team. The best approach is one where technology enhances situational awareness and helps staff work more effectively while maintaining a strong on-the-ground presence.” 

Whether it’s with the implementation of technology or upholding the personal touch the department prides itself on, Benner maintains lofty goals that suit a zoo that is about to celebrate 50 years of operation. 

“My hope is that Building Services [at the Minnesota Zoo] becomes known not only for keeping a clean restroom, but also for developing people,” Benner says. “Whether someone chooses to build a long-term career in Building Services or use it as a pathway into maintenance, skilled trades, or leadership, success will be based on the people we develop and the experience we create for guests over the next 50 years.” 

Chris Benner’s Advice for Motivating Staff:

• Create an environment where people can be great and do great work. 
• Focus on process, progress, ownership, and continuous improvement. 
• Have clear expectations. 
• Turn mistakes into learning opportunities. 
• Leaders must develop themselves, too.  

Jake Meister is the Managing Editor for Trade Press Media Group's Cleaning Group of brands. He works on three magazines: Sanitary Maintenance, Contracting Profits, and Facility Cleaning Decisions, as well as on Cleanlink.com, the home of all three publications. Jake has over five years of experience covering the commercial cleaning industry as an employee of Trade Press Media Group, but also spent time as a freelance journalist for the company.
Jake has attended many commercial cleaning events where he enjoys connecting and networking with representatives from all corners of the industry. This often lays the groundwork for profile articles featured across the group. He excels at identifying outstanding individuals and/or programs that showcase the great things the commercial cleaning industry represents.
In addition to writing, Jake moderates many of CleanLink's educational webcasts, and he is the voice behind much of the social posts.
Follow Jake on LinkedIn here.