Debbie Raphael

Brian Johnson

June 1997

As part of the Sustainable City Program, the City of Santa Monica’s Environmental Programs Division reviewed the use of hazardous materials in all City operations. Pest control practices in City owned buildings were evaluated and an integrated pest management (IPM) program was developed and implemented with the following goal:

Conventional pest control techniques have relied extensively on the use of chemical pesticides which can contribute to ground and surface water contamination and potentially expose building occupants and visitors to pesticides. While the City’s IPM program does not expect to eliminate the use of chemical controls, it emphasizes long-term, mechanical, and administrative preventative measures to control pests. Key management strategies include pest identification, baits, training, and the promotion of behavioral practices that reduce food, water, harborage, access, and environmental conditions favored by pests.

The success of an IPM program relies upon ongoing verbal and written communication between the pest control contractor and City Staff. The following roles were defined for existing staff to facilitate both communication and program oversight.

Because the City has no staff certified in structural pest control, an outside contractor proficient in the principles of IPM was hired on a professional services contract to service City owned buildings and structures. Before implementation of the IPM program, the City contracted with several providers of pest control services, and each City division or department could select their own contractor and determine the course of action used to control various pests. This approach led to compromised understanding, control, and responsibility for pest management practices.

To help the IPM coordinator select a qualified pest control contractor and to define the terms of an IPM contract, a panel of experts was assembled. The panel never formally met as a group. Consultations were either one on one or by phone and/or mail. The panel included technical experts from local universities, government agencies, and non-profits. Utilizing the skills of an outside group of experts not only enhanced the quality of the program but also gave it much needed credibility with the community and with executive City management. Members of the panel were also called upon to provide our pest managers with training sessions on topics relevant to their area of expertise.

Based on our experience at selecting providers of other alternative products (such as janitorial supplies) we decided to pre-screen prospective pest control contractors to ensure that only contractors who had demonstrated experience in IPM would submit proposals for the subsequent bid process. Such a Request for Qualifications (RFQ) process also helps to ensure that price quotes for services are comparable between bidders.

The responses submitted to the RFQ were disappointing. Many answers to the required questions were incomplete or incoherent or simply did not address the question. It appeared that some contractors were not used to being asked these types of questions. As with many pilot program efforts, there existed apparent confusions, disbelief and a "business as usual" attitude among some respondents.

Out of six respondents to the RFQ, two were selected as qualified and these two contractors participated in the next stage of the selection process, the Request For Proposal (RFP). The RFP included a detailed description of the terms of our desired IPM program. A site tour was offered to RFP participants and the submitted responses were of very high quality. A formal evaluation of the responses was carried out with the help of the technical advisory committee and a contractor was selected. This contractor provides all City facilities with the full range of pest management services (excluding major termite work and bird control).

Changing the behavior of people around the issue of pest control requires much more than a carefully worded policy. All people impacted by the City’s IPM program, from the City Manager, to the Facilities Managers, to the Custodians, to the building occupants, must understand the nature of the program and what role they play in managing pests in their own work environment.

Experience shared by other program managers has indicated that EVERYONE must understand the terms of the IPM contract/program BEFORE implementation of the program begins. To this end a number of training sessions were offered to City Staff before the contract with the pest control company took effect. The following groups received training:

Pest Managers (three separate two-hour sessions, more as needed)

Custodial Staff (two hours)

Carpenters (two hours)

Purchasing (one hour)

General Staff (staff meetings, introductory memo from City Manager)

The IPM Coordinator, using the panel of experts and the State Department of Pesticide Regulation, identified qualified experts to deliver the training. Topics for training were selected based on the specific needs/interests of the audience. For example, the Carpenters heard a lot about termites, Library staff were interested in fleas, Custodial staff heard about sanitation and products used in the control of cockroaches and ants. Pest managers learned about the control of all major pests (insects, rodents, birds, spiders, etc). All learned the principals of IPM and their role in the monitoring process.

Once the newly selected pest control contractor was ready to service City buildings all his contact people were familiar with the IPM program and well aware of the City’s intent to rely less upon chemical spray applications. In addition, training of City staff and the drafting of a clear written policy regarding pest management ensures accurate communication of City practices should a visitor to a City building express concern over the use of pesticides on City property.

Program evaluation occurs continually in an informal manner by the IPM Coordinator through conversations and complaints (the latter have been very rare). In addition, a formal evaluation process has been set up for day to day pest management operations using a "Quality Assurance Form." A year-end evaluation will take place using outside resources to look at both the technical and programmatic elements of the City’s IPM effort based upon this information.

A Quality Assurance Form (QAF) was considered vital to the pest control contract. This form allows Pest Managers to respond immediately and affirmatively to the quality of the pest control services. The form is initially filled out by the contractor at the time of each service. The contractor supplies information on pest sightings, sanitation and structural concerns, pesticides/traps/monitoring stations installed, and additional comments. The pest manager fills in comments regarding the quality of the service and communication between contractor and city staff. A copy is sent to the IPM coordinator for review. Decisions regarding contract renewal will in large part be based on QAF responses.

Cost Effectiveness

RFQ, RFP, Proposal Evaluation Form, IPM Contract, City Manager’s memo, QA

1. Achieved excellent control of pests including rats, mice, cockroaches and ants in and around all City owned buildings and structures. Number of complaints received by facilities managers decreased as well.

2. Achieved a reduction in the hazard associated with pesticide applications by eliminating the use of spray pesticides in all cases except to control termites in wall/ceiling voids.

3. Received excellent service from pest control contractor as surveyed by pest managers.

4. Reduced the cost of pest control services by at least 30%.

5. Have an educated workforce that can help prevent the need to use pesticides by keeping their work spaces free of food and water. Increased awareness of pest identification by custodians and other maintenance workers to catch pest problems in early stages.

6. Serve as a model to the public, local businesses, and schools that IPM can be effective and less expensive.