Title: Forensic Laboratories: Handbook for Facility Planning, Design, Construction, and Moving.
Series: Research Report
Author: Office of Law Enforcement Standards, National Institute of
Justice
Published: April 1998
Subject: Forensics, evidence, design
76 pages
119,000 bytes

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U.S. Department of Justice
Office of Justice Programs
National Institute of Justice

Forensic Laboratories: Handbook for Facility Planning, Design,
Construction, and Moving

Research Report

National Institute of Justice
Department of Justice

National Institute of Standards and Technology
Department of Commerce

U. S. Department of Justice
Office of Justice Programs
810 Seventh Street N.W.
Washington, DC 20531

Janet Reno
Attorney General
U.S. Department of Justice

Raymond C. Fisher
Associate Attorney General

Laurie Robinson
Assistant Attorney General

Noel Brennan
Deputy Assistant Attorney General

Jeremy Travis
Director, National Institute of Justice

-------------------------------

Office of Justice Programs
World Wide Web Site:
http://www.ojp.usdoj.gov

National Institute of Justice
World Wide Web Site:
http://www.ojp.usdoj.gov/nij

-------------------------------

Forensic Laboratories: Handbook for Facility Planning, Design,
Construction, and Moving

Law Enforcement and Corrections Standards and Testing Program
Coordinated by 
Office of Law Enforcement Standards
National Institute of Standards and Technology
Gaithersburg, MD 20899-0001

April 1998

NCJ 168106

National Institute of Justice
Jeremy Travis
Director

This technical effort to develop this report was conducted under
Interagency Agreement No. 94-IJ-R-004, Project No. 97-0101A.

This report was prepared with the assistance of the Office of Law
Enforcement Standards (OLES) of the National Institute of Standards and
Technology (NIST) under the direction of Alim A. Fatah, Program
Manager for Chemical Systems and Materials, and Kathleen M. Higgins,
Director of OLES. Editorial support was provided by Aspen Systems
Corporation.

The work was sponsored by the National Institute of Justice, David G.
Boyd, Director, Office of Science and Technology.

Findings and conclusions of the research reported here are those of the
authors and do not necessarily reflect the official position or policies of the
U.S. Department of Justice.

-------------------------------

The National Institute of Justice is a component of the Office of Justice
Programs, which also includes the Bureau of Justice Assistance, Bureau of
Justice Statistics, Office of Juvenile Justice and Delinquency Prevention,
and Office for Victims of Crime.

-------------------------------

Table of Contents

Foreword
Technical Working Group
Executive Summary
Overview
Planning
Design
Construction
Moving
Appendixes
Appendix I: Description of Spaces by Laboratory Sections
Appendix II: Laboratory Design Standards and Modules
Appendix III: Forensic Computer Examination Laboratory Statement of
Work
Appendix IV: Move-in Plan
Appendix V: Statement of Work for the Commercial Moving Services
References

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Foreword

As president of the American Society of Crime Laboratory Directors
(ASCLD) during 1995-96, I received numerous requests for information
on many topics. Information on forensic laboratory design was one of the
more frequently requested items.

The need for a document that dealt with the many aspects of building a
new laboratory was obvious. I requested assistance from Dr. Richard Rau
at the National Institute of Justice to develop such a document. Under Dr.
Rau's direction and through the leadership of Kathleen Higgins, Director,
Office of Law Enforcement Standards (OLES), this project was funded by
the National Institute of Standards and Technology/OLES. Additionally,
they provided support and direction throughout the development of this
document.

The document, Forensic Laboratories: Handbook for Facility Planning,
Design, Construction, and Moving, is the product of a 2-day seminar
where 23 professionals met, divided into four groups, and created this
handbook. The handbook is not a standard but a resource for those faced
with building a new facility or the redesign of an existing facility. Each
group had its own style, so each section has its own unique format. It is
our hope that this document will help laboratory managers maximize
organizational efficiency, ensure the economical expenditure of resources,
and develop a safe, secure, and well-designed facility. We hope that the
resulting facilities will provide adequate space for forensic scientists to
perform their very important tasks today and will include adaptability for
tomorrow as technologies change.

I appreciate the time and effort the committee members and participants
have given to this project, the work of the outside reviewers from Harley
Ellington Design, and the editorial support of Aspen Systems Corporation.

-------------------------------

One committee member, Dr. William J. "Bill" Hartner, who has served the
forensic science community for 37 years, passed away on February 28,
1997. Everyone deeply mourns his passing and applauds his personal
achievements and the tremendous impact he had on forensic science. He
was past president of ASCLD, 1993-94, and was commander of
Metro-Dade's Crime Laboratory Bureau, where he had served since 1960.

We therefore dedicate this document to the wonderful memory of :

Dr. William J. Hartner
February 10, 1935-February 28, 1997

-------------------------------

Carrie Morgan Whitcomb
Past President 1995-96ASCLD

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Technical Working Group

Victor Cardona
Smith, Hinchman & Grylls
Washington, D.C.

Kenneth G. DeBoer
Earl Walls Associates
San Diego, California

Dr. Alim A. Fatah
NIST/OLES

Frank Fitzpatrick**
Orange County
Sheriff/Coroner
Forensic Science Services

Dr. William Hartner*
Laboratory Bureau
Metro-Dade Police Department

Kathleen M. Higgins
NIST/OLES

Dr. Mitchell Holland
Armed Forces DNA Identification Laboratory

Robert Horn*
Crime Laboratory
New York State Police (Retired)

Robert A. Jarzen
Sacramento County
Laboratory of Forensic Services

John Klosterman
Illinois State Police
Forensic Sciences Command

James L. McClaren
Ruth and Going, Inc. 
McClaren & Wilson, Inc.

Michael Mount
AIA
Smith, Hinchman & Grylls Southwest Inc.

Dr. Richard Rau
National Institute of Justice
Office of Science and Technology

Dr. Dennis Reeder
NIST/Chemical Science and Technology Laboratory
Biotechnology Division

Earl Roberts
FBI Laboratory

Dr. Carl M. Selavka
New York State Division of Criminal Justice Services
Office of Forensic Services

Michael R. Somin
Earl Walls Associates
San Diego, California

Rich Tanton*
Palm Beach Sheriff's Department
Crime Laboratory

Dr. Victor W. Weedn
Department of Defense DNA Registry

Carrie Whitcomb*
U.S. Postal Inspection Service Crime Laboratory

Joseph Wichmann
Illinois State Police
Joliet Forensic Science Laboratory

Dan Wierec
Walsh Construction

Dr. Richard Wilk
New York City Police Laboratory

*--Past President, ASCLD
**--President-elect, ASCLD

-------------------------------

Executive Summary

The measure of a forensic laboratory's success is how well it meets the
current and future needs of the occupants. 

Designing and building a forensic laboratory is a complicated undertaking.
Design issues include those considerations present when designing any
building, with enhanced concern and special requirements involving
environmental health and safety,[1] hazardous materials, management,
operational efficiency, adaptability, security of evidence, preservation of
evidence in an uncontaminated state, as well as budgetary concerns.

To help laboratory directors get through the process, the National Institute
of Justice (NIJ), the National Institute of Standards and Technology
(NIST)/Office of Law Enforcement Standards (OLES), and the American
Society of Crime Laboratory Directors (ASCLD) held a joint workshop
November 13-14, 1996 at NIST in Gaithersburg, Maryland, to develop
guidelines for planning, designing, constructing, and moving crime labs.

The guidelines serve as a general tool to which forensic laboratory
directors can refer when considering building a new laboratory or
refurbishing an existing one. There is not one universally correct plan for
forensic laboratory design. No two labs are the same. Technical
laboratories such as toxicology, biological science/DNA, firearms
analysis, or trace evidence have specialized needs unique to their areas of
work. Ultra-clean rooms or higher levels of containment may be required
for some analytical procedures. Highest performance standards are
required for cleanliness, temperature, humidity, and vibration controls to
create an environment suitable for forensic science.

Staff needs and functional processes are the driving factors. From the start,
the scientists who will occupy the building should be involved with the
design/build team to explain their special requirements for the laboratory.

Flexibility is also a key element in driving a forensic laboratory's design
and configuration. Crime labs must be designed with the flexibility to
support adaptability and change or risk obsolescence in a few years.[2]

At the beginning of the process, it should be decided whether the project is
driven primarily by needs or budget. Will the needs of the laboratory
determine the budget, or is the budget preset and the laboratory
economically limited to a specific amount at the outset?

The technical work performed in forensic laboratories must be able to
withstand any evidentiary challenge. When detailing the needs of the
laboratory, be ready to defend those needs against questions that will arise
because of the cost involved. Quality laboratory service is expensive, and
the buildings in which these services are provided tend to be expensive as
well. Cost-cutting that would jeopardize the lab's testing quality cannot be
an option.

The guidelines in this handbook are designed to empower laboratory
managers to improve their situation. They are designed to safeguard the
integrity and objectives of the profession, maximize organizational
efficiency, ensure economical expenditure of resources, and provide a safe
working environment for employees.

Overview

The process of constructing a new forensic laboratory revolves around
four general activities: planning, design, construction, and moving.
Specific activities vary within each phase of the process, and each stage is
discussed in detail in the following pages. Throughout the process, from
conception through opening day, careful planning and excellent
communication among those involved are critical to success.

Planning. The key to a successful planning stage is the preparation of a
Needs Assessment/Design Program, two documents frequently combined
into one that form the baseline for the project. The Needs Assessment
documents user and facility needs, evaluates the existing facility, defines
space requirements, and provides project cost data. The Design Program
provides a guide to design the project, translating and expanding the
Needs Assessment into a form that will be used by architects and
engineers in the design process. The Needs Assessment/Design Program
may initially be an idealized statement of requirements that will later need
to be reconciled to the actual budget or resources available. 

Design. There is not one universally correct plan for forensic laboratory
design. Design will vary with each laboratory's specific needs. Functional
requirements of specific scientific disciplines, equipment, and
instrumentation are a few of the variables that generate space, dimension,
and adjacency requirements that impact the overall design. Hazardous
materials handling and preservation of evidence are just two of the many
variables that need to be considered. The future also needs to be
considered. A forensic laboratory must be designed with the flexibility to
change along with the needs of its occupants, technology, or scientific
methodologies.

Construction. Following acceptance of bids and contract negotiation,
construction can begin in earnest. The construction stage offers a last
chance before occupancy to make changes to the proposed lab structure
that were missed in the construction documents or during the planning and
design stages. Every change has a potential financial consequence. Some
changes may be too costly to make. Each laboratory's situation is unique.
Changes to local and State regulations may also affect each construction
project. Be ready for unforeseen issues that may affect construction such
as subsurface conditions or obstructions. Fixtures, furnishings, and
equipment will also need to be budgeted for and purchased. An evaluation
process and criteria to ensure that the contractors are qualified to complete
the job as specified must be established.

Moving. Laboratory work must continue even as the shift is made from the
old facility to the new. Develop a strategic plan for the move. Phase and
schedule move activities so that routine daily events occur as smoothly
and efficiently as possible. Consider the tasks and activities, the order in
which they need to be accomplished, and who is going to be responsible
for them. The plan can be divided into premove, move, and postmove
activities. Always keep in mind the date that the move needs to be
completed.

Planning

Designing and building a forensic science laboratory can be an enormous
undertaking. Careful planning is critical to success. Staff needs are the
driving factor. From the start, the scientists who will occupy the building
should be involved with the design/build team to explain their needs and
special requirements for the laboratory. It is crucial to take the necessary
time on the front end of the process to gather this important information.

Key to the planning stage is a Needs Assessment/Design Program, two
documents frequently combined into one that form the baseline for the
project and are used throughout the entire process. The Needs Assessment
documents the requirements for the facility. The Design Program provides
a guide to design the project. Keep the document simple and
straightforward--the people with budgetary authority need to understand it. 

What follows is a suggested approach for forensic science laboratory
directors to use for the planning stage. Presented in a question and answer
format, it covers the essential, basic elements of the planning process that
directors need to know.

1. QUESTION: I have a need for new facilities now--what do I need to do
and where should I be heading to assure success? 

ANSWER: Perform a preliminary self-evaluation to define the "mission"
of operations/organization and detail your current, past, and future
operations.

2. QUESTION: If my self-evaluation reveals the need for new/expanded
space, what do I do?

ANSWER: Plan to develop an Architectural/Engineering Needs
Assessment and Design Program.

3. QUESTION: What is a Needs Assessment?

ANSWER: [Definition] Needs Assessment--An essential planning tool
that must be developed by independent professionals who have requisite
experience that quantifies and evaluates operations and ultimately projects
present and future requirements.

The Needs Assessment is a planning, developmental, and political tool. It
assesses user and facility needs, assesses the existing facility, defines all
space requirements, provides project cost data, and accounts for external
influences such as building codes. 

4. QUESTION: What is a Design Program?

ANSWER: [Definition] Design Program A document that translates and
expands the Needs Assessment into a form that will be used by architects
and engineers. 

The Design Program defines design requirements and contains
comprehensive information for the architect and engineers. Both the Needs
Assessment and Design Program require extensive input from lab staff;
these two documents are frequently combined into one.

5.  QUESTION: What do I do to get the program started?

ANSWER: Assemble an internal team to develop a Request for Proposals
(RFP) for conducting an Architectural/Engineering Needs
Assessment/Design Program.

6. QUESTION: What criteria need to be considered in the RFP?

ANSWER: The criteria to be considered in the RFP should include:

Health/Safety (Liability Issues).

Codes.

Technologies (existing and projected new).

Crime Trends.

Existing Constraints: financial, personnel, location, etc.

7. QUESTION: After the consultant selection is made, then what?

ANSWER: Assemble the best team to conduct an
Architectural/Engineering Needs Assessment/Design Program.

Identify Members of the Team.

o Client Representative/Steering Committee, examples could include:

 o Laboratory representative.

 o Facilities.

 o Public works.

 o Budget.

 o Contracts.

 o Data/Telecommunications.

 o Security.

o Needs Assessment/Design Program Team.

 o Architectural/Programmer/Engineer.

 o Cost Consultant.

 o Others as needed--environmental/traffic.

Establish a practical budget to use to retain the consultant team that will
conduct the Architectural/Engineering Needs Assessment/Design Program
(The Study).

Define the Duration of Program (Study).

8. QUESTION: What can I expect as I start the Needs Assessment/Design
Program?

ANSWER: The Needs Assessment/Design Program must:

Demand full user/client participation.

Show that the final product is not just a customer "wish list"--(provide
justification for size/cost).

Result in resolving issues related to: expansion, splitting operations,
renovations/expansion, or building a new facility.

Include answers to How big?; Estimated cost?; Site Evaluation/Selection--
where should the building be placed?

9. QUESTION: What is the process for developing the document that
comes from the Needs Assessment/Design Program?

ANSWER: There is a Three-Step Process for Needs Assessment/Design
Program (the document).

Data Gathering.

o Questionnaires.

o Management and staff interviews.

o Comparable facility tours.

o Existing facilities assessment.

o Users must be involved in process, not just management.

Data Synthesis.

o Assemble and organize data.

o Develop data into usable and meaningful information.

o Draw conclusions and then test/check the Needs Assessment/Design
Study against: 

 o Mission/goals.

 o Operational needs. 

 o Standards, operational codes.

 o Resource constraints.

Document Preparation.

o Assemble synthesized data into a usable draft document.

o Review, correct, and issue final document.

10. QUESTION: What do the elements of the document include?

ANSWER: Elements of the document should include:

Preface.

o Introductory Statements.

 o Statement of authorization to perform the study.

o Identification of the Team.

 o Architect, engineers, consultants, etc.

o Acknowledgments.

Executive Summary.

o Introduces the Project.

 o What the project consists of.

 o Summary of legal issues.

 o Accreditation requirements.

 o National technical working groups, e.g., Technical Working Group on
DNA Analysis Methods (TWGDAM), Technical Working Group on
Materials (TWGMAT).

o Description of Existing Facilities.

 o Overcrowding, safety and security concerns, inability to meet codes,
recent changes in technology, crime trends, liabilities, accreditation issues,
etc.

o Mission Statement.

 o Assist investigations.

 o Testify in court.

 o Discuss chain-of-custody requirements.

 o Explain difficulty or impossibility of accomplishing mission under
existing conditions.

o Summarize All Conclusions.

 o Area.

 o Staff.

 o Site.

 o Budget.

o Provides the "Bottom Line."

 o Decision makers should be provided with all the information necessary
to make informed decisions. That information should appear in the
executive summary.

Objectives and Methodology.

o State Goals and Objectives of the Study.

 o Needs Assessment.

 o Design Program.

 o Define both.

o Identify Methodology.

 o State all tasks accomplished to create the document.

o Three-Step Process.

 o Describe in detail.

Trends and Influences (demographics).

o Analyze Emerging Social, Economic, Political, Population,
Environmental, and Crime Trends.

 o Describe purpose.

 o Describe methodology.

o Relate Data to Staff and Facility Needs.

 o Show how trends affect individual laboratory sections and impact future
requirements.

 o Relate data to individual and overall caseload.

 o Relate data to facility needs regarding expansion and flexibility.

o Project Future Needs.

 o Relate data to new size and nature of facility and staff.

Facility and Space Descriptions.

o Describe the Entire Facility in General Terms. (Provide as much
narrative information as possible to tell the designers what is unique and
unusual about the laboratory.)

o Describe Nomenclature and Acronyms.

o Organization Chart.

 o Chart is an introduction to descriptions of laboratory spaces.

o Description of Spaces by Laboratory Sections (see Appendix I).

 o Describe purpose and function of each laboratory section.

 o Provided so that design team will have better understanding.

o Space Data Sheets.

 o Explain that these sometimes are used in lieu of space descriptions and
equipment data sheets.

Designer Guidelines--Define Special Requirements: covers architectural,
ventilation, mechanical, plumbing, and electrical design requirements and
includes those design requirements necessary to implement the facility's
security strategy. Adaptability needs to be emphasized to allow for interior
and exterior changes, flexibility to expand.

o Safety, Security, and Adaptability.

 o Describe primary design objectives.

 o Examples regarding safety:

 o- Fume hoods and biological safety cabinets.

 o- Emergency deluge shower and eyewashes.

 o- Passage widths between laboratory benches.

 o Examples regarding security.

 o- Passive security design features.

 o- Electronic security design features.

 o- Proximity access systems.

 o- Site security features including landscape design.

 o Examples regarding adaptability.

 o- Need for flexibility in each section, e.g., DNA.

 o- Need for expansion of facility.

 o- Growth trends in forensic science.

o Building and Site.

o Overall Laboratory.

o Crime Laboratory Sections.

o Special Plumbing, Mechanical, Electrical, and Structural.

o Unusual or Unique Features.

Space Standards.

o Generic Office or Nonlaboratory Standards.

o Laboratory Space Standards (customary--Federal requirements, State
requirements, county requirements, etc.).

Adjacencies.

o Internal--Define what components/sections of the building need to be
placed next to each other.

 o Evidence flow.

 o Work flow.

 o Promotion of staff interaction(s)/interactions with supervisor(s).

 o Compartmentalization/public access.

o External--Relationship to Client, e.g. Medical Examiners/Law
Enforcement/District Attorney/Courts/etc.

Equipment Data Sheets.

o Present and Future Equipment.

o Manufacturer's Data/Field Examination of Equipment/Manufacturer's
Specifications.

Move-in and Future Staff Needs.

o Define Milestones.

Move-in and Future Space Needs.

o Define Milestones.

Site Analysis (NOTE: Issues associated with site analysis may require a
more extensive or separate document).

o Location and Access Analysis.

 o Is the site acceptable in terms of its location?

 o Is the proper and required access to the site available?

o Assessment of Existing Physical Features and Conditions.

 o Topography.

 o Vegetation.

 o Rock outcroppings.

 o Surveys.

 o Geotechnical analysis.

o Analysis of Building Coverage and Location on the Site.

 o Allowable coverage per codes and ordinances.

 o Where is the best location on the site for the building?

o Parking Requirements.

 o Codes and ordinances.

 o Practical parking needs (safety, etc.).

 o Evidence delivery parking.

o Landscape Requirements.

 o In terms of security.

 o Practical issues: leaves, pollen, etc.

o Site Security Issues.

 o Site CCTV surveillance.

 o Fence enclosures and security gates.

 o Secured parking.

o Public Access.

 o Public transportation.

 o Highways--easily accessed.

o Who Are My Neighbors?--Various Considerations/Public Relations.

o Outdoor Air Quality Issues--e.g., Industrial Emissions.

o Other "On-Site Resources" or Proximities.

 o Training academy.

 o Conference facilities.

 o University resources.

 o Lodging.

 o Dining/restaurants.

Special Studies--Examples To Include.

o Multistory vs. Single-Story Building.

o Environmental Impact.

o Protection from Terrorist Access and Proximity.

o Construction Phasing Analysis.

o Incinerator Study.

o Migration Studies.

 o How to move people.

 o Impacts on staff.

Establish a Reasonable Construction Budget (Range of Costs,
Alternatives).

o Square Footage Cost Estimate.

 o Simple estimate based on estimated cost per square foot.

o Materials and Systems Take-Off Cost Estimate.

 o Professional estimator provides complete take-off estimate.

11. QUESTION: How can I get just a rough idea of how big my crime lab
should be?

ANSWER: Over the past 5 to 10 years the numerous forensic laboratories
that have been designed and constructed seem to point to a space ratio
based on area per staff member. This ratio for most new facilities tends to
fall within the range of 65.03 to 92.90 m2 (700 to 1000 ft2) per staff
member. In "Forensic Sciences Progress 5" (Springer-Verlag, 1991), the
ratio of 92.90 m2 (1000 ft2) per staff member is offered as a recommended
standard. This ratio refers to gross square feet, not net square feet, and
therefore, accounts for a prorated portion of circulation corridors,
mechanical rooms, toilet rooms, lobbies, etc., for each technical and
support staff member. It must be understood, however, that this ratio
represents only a very loose rule of thumb that can be drastically affected
by a number of variables. For example, laboratories with large amounts of
low occupant space, such as evidence storage or vehicle examination bays,
will unrealistically skew the ratio. The only way to fully and accurately
assess space needs is through the Needs Assessment and Design Program
process.

Design

Introduction

A variety of functional elements can drive the architectural and
engineering designs of a forensic laboratory. Functional requirements of
scientific disciplines, equipment, and instrumentation are just a few of the
variables that generate space, dimension, and adjacency requirements that
affect the overall design. There is not one universally correct plan for a
forensic laboratory design, as individual cases will differ according to the
needs of the users. For example, technical laboratories such as toxicology,
biological science, and firearms analysis have specific needs unique to
their specialized areas of work. The success and efficiency of a forensic
laboratory depends on designing a layout that supports and optimizes the
individual laboratory's particular fields of expertise. During review of this
section, the reader is encouraged to refer to the Laboratory Design
Standards and Modules document found in Appendix II. 

Flexibility should be a key element in driving a forensic laboratory's
design and configuration. In recent years, one message in particular has
been made clear to the scientific, architectural, and building industry
professions: Today's forensic laboratories must be designed with the
flexibility to support adaptability and change. Adaptability in a laboratory
is a function of how the buildings, rooms, and systems can grow and
change with the needs of its occupants. For example, over the past 2 years
scientific advancement in the field of DNA research has forced forensic
laboratories to adapt to new designs in order to decrease the risk of
contamination and ensure the accuracy of technical data. As science and
technology advance, forensic laboratories must be capable of embracing
the future, or risk falling into obsolescence.

Although the laboratory building presents some very complex and
challenging design issues, elements of the site design must also be
addressed in order to ensure a successfully designed forensic laboratory
facility. Issues such as site access, proximity of secured and unsecured
parking areas, and even landscaping have implications regarding the
efficiency and security of the overall site and building design.

It cannot be overemphasized that the design standards presented herein are
merely recommended guidelines. Although different laboratories possess
many identical and similar characteristics, there may be other
characteristics that are considered unique to a particular laboratory. The
uniqueness of a laboratory is generally dictated by differing laboratory
procedures (for example, one laboratory might be doing both Restriction
Fragment Length Polymorphism (RFLP) and Polymerase Chain Reaction
(PCR) procedures in their DNA analysis, while another might be doing
only PCR); or administrative policy (for example, one laboratory might
require that all in-process evidence be returned to a central vault at the end
of the day, while another might allow for it to be stored in individual
lockers within the laboratory work space). 

Building site conditions and characteristics might also show similarities
from one laboratory to another, yet in some instances sites might be
completely dissimilar. For example, a regional laboratory facility might be
located on a spacious rural site, while another laboratory might occupy
space in a high-rise urban building. The designers must review all of these
recommended design guidelines with appropriate laboratory staff to
determine their applicability to that particular laboratory. 

Site Design

Site access.

o It is desirable that the site be designed with access from at least two
directions to ensure access to the site despite traffic conditions, street
maintenance work, acts of sabotage, or other unforeseen site disruptions.

Emergency and service access.

o Coordinate with laboratory staff and local authorities to ensure
emergency access for fire department and other emergency vehicles.
Access for shipping and receiving must comply with code requirements
without compromising site security.

Site lighting.

o The site lighting should be designed to enhance security and discourage
vandalism and unauthorized entry. Lighting comparable to that of a
college campus offering night classes might serve as a guideline.

Landscape design.

o Landscaping should be designed to enhance site security by preventing
potential vandals, burglars, and saboteurs from hiding in the landscaping
until after dark. The following types of landscape design should be
avoided:

 o Dense shrubbery within 3.048 m (10 ft) of the building or any security
fence.

 o Large clusters of shrubbery, 0.61 m (2 ft) to 1.83 m (6 ft) high.

 o Tall evergreens with branches less than 1.52 m (5 ft) above grade.

Parking design.

o Like landscaping, the design of parking areas should consider site
security requirements. The following are recommended levels of security
for parking:

 o Level 1, unsecured. Visitor parking located near the visitors' entrance to
the building allowing entry and departure without security barriers.

 o Level 2, partially secured. Fenced area for use by persons having
business at the facility. For example, shipping and receiving, biological
and toxic waste pickup, dumpster replacement, and evidence delivery. The
area should be gated, and the gate may be left open during business hours
and locked after hours. Access might be through the level 1 parking area.

 o Level 3, secured. Staff parking area secured 24 h, surrounded by a
security fence, and accessible by use of a proximity or card key device.
Depending on security policy, this level might be eliminated, and staff
could park in the level 2 parking area.

 o Level 4, high security. Vehicle impound parking with limited personnel
access and monitored security systems.

General Building Design

Exterior walls.

o Materials. Bullet-resistant, such as concrete or fully grouted masonry.

o Windows. Reflective and/or bullet-resistant glazing where exposed to
public view.

o Window sill design. Windows should be installed flush with the exterior
surface of the wall, or if recessed, provide a sloped exterior sill to prevent
the placement of explosives at the window.

HVAC intakes.

o Locate in areas inaccessible to the public, such as in secured fenced
areas. Design to prevent the possibility of someone introducing a tear gas
canister into the intake.

o If located in parking areas, design to prevent introduction of vehicle
exhaust.

o Locate away and upwind from fume hood exhaust.

Visitor access protection.

o Administrative or security receptionist at visitors' access should be
protected behind bullet-resistant glazing with adjacent walls of similar
bullet-resistive construction.

Duress alarms.

o "Call assistance" or duress/panic alarms should be installed in key areas
throughout the facility and concealed as appropriate. Locations might
include visitor reception desk, bulk chemical storage spaces, weapons
ranges, parking garages, and clandestine lab storage and exam spaces.

Laboratory tours.

o If the facility is to be designed to accommodate guided tours, tour
groups should not be allowed into the laboratory spaces. Guided tours
should be conducted through the main corridor system with viewing
through strategically placed windows in the corridor walls providing
viewing into the laboratory spaces.

Interior glazing.

o It is recommended that the use of windows between laboratory spaces be
maximized. This is a feature designed to enhance safety of personnel by
allowing those in one laboratory space to view the activities of those in
other spaces that might be of a more hazardous nature.

Equipment and systems service and maintenance.

o Equipment and systems that are part of the building and might require
periodic service and maintenance should be located outside of the
laboratory spaces, and particularly outside of any space where evidence or
drug standards are stored.

o Such equipment and systems might include, but are not limited to,
electrical panels, VAV boxes, VAV controls, walk-in cooler compressors,
and water purification filters.

Corridors.

o Primary circulation and exit corridors: 1.83 m (6 ft) wide, minimum.

o Secondary circulation and non-exit corridors: 1.37 m (41/2 ft) wide,
minimum.

Doors.

o Double doors to all laboratory sections and spaces that are expected to
receive oversized evidence or equipment. Double doors shall consist of a
0.914 m (36 in) wide active leaf and an 0.457 m (18 in) wide inactive leaf.

o Freight elevator doors minimum 1.22 m (48 in) wide.

Security Design

Security Strategy Meeting.

o Although this is not a design guideline, it is recommended that a security
strategy meeting take place upon completion of an approved schematic
design of the building and the site. This meeting should be attended by
representatives of the building owner, building users, security staff, the
architect, the electrical engineer, and a security design consultant.

o The purpose of this meeting is to establish and document a
comprehensive security strategy for the new facility. This security strategy
will act as a guideline for the design of passive and electronic security
systems. This strategy should include, but not be limited to, security policy
and procedural issues, site and building access as related to security, types
of security electronics systems, performance requirements for security
access systems, ASCLD/Laboratory Accreditation Board (LAB)
accreditation issues related to security, and any other special security
needs that might be identified by the users. Specific considerations
regarding hardening the laboratory against terrorist attack may be
important, depending on the location and function of the lab.

Escort only design.

o The design of the building should incorporate a security perimeter within
which unauthorized persons may enter under an "escort only" policy. This
security perimeter should be defined during the Security Strategy Meeting.

o The sign-in and badging area should be located at the visitors' entrance.

Door access systems.

o Access to and circulation throughout the facility, as well as key zones of
the building, should be provided with controlled access through the use of
proximity or card-key access systems. The system should be capable of
programming access devices for specific areas and times, and should fully
document all access attempts. The system must prevent unauthorized entry
while maintaining safe and legal exiting. This security must be maintained
in multistory buildings having shared elevator access.

Door status monitoring.

o Key doors throughout the building, particularly exterior doors and doors
to evidence storage spaces, should be electronically monitored for
open/closed status.

Closed circuit television (CCTV) systems.

o Key areas of the building, both interior and exterior, should be kept
under video surveillance. Key areas might include, but are not limited to,
exterior doors, lobby/reception areas, parking lots, and evidence delivery
areas. Placement of CCTV cameras and features (pan, zoom, tilt, constant
sweep, time lapse recording, etc.) should be defined during the Security
Strategy Meeting.

Special security design features.

o The security design of the facility should include consideration of such
special features as:

 o Motion detection in evidence storage spaces, circulation corridors, or
other key areas.

 o Additional security protection for storage of high-value evidence items
such as money and jewelry.

 o DEA guidelines for the storage of narcotics.

Mechanical Systems Design Checklist

Isolation of various spaces.

o Biologically hazardous spaces.

o PCR amplification room(s).

o Mitochondrial DNA room(s).

o Firing range.

HEPA filtered exhausts.

o Verify need per local authorities.

Differential pressure of adjacent spaces.

 o Verify need for positive and negative pressure spaces.

Supplemental cooling.

o Instrument rooms.

o Other spaces with heat-generating equipment.

Evidence drying room exhausts.

o Special handling for putrid items.

Firing range exhaust.

Plumbing Systems Design Checklist

Emergency shower and eyewashes and floor drains.

o In laboratory spaces.

o In areas of refuge.

Caustic (acid/alkali) waste systems, i.e., neutralization/hazardous waste
systems.

Fume hood and biological hood plumbing utilities.

Water treatment systems.

o Recirculating deionized water.

o Point-of-use type 1 water polisher.

Laboratory gas types.

o Hydrogen, nitrogen, helium, air, argon.

o Manifolded instrument gas systems.

o Central instrument gas distribution systems.

o Laboratory compressed air.

o Laboratory vacuum.

o Consider hydrogen generators to avoid NFPA gas plumbing
requirements.

o Natural gas.

 o Rarely used in most modern forensic laboratories.

 o Consider small gas cylinders stored beneath fume hood.

Laboratory gas locations.

o At laboratory benches.

o In fume hoods and biological hoods.

o In instrumentation rooms.

o At scanning electron microscope.

Dry fire suppression systems.

o Instrumentation rooms.

o Computer room(s).

o Scanning electron microscope room(s).

Electrical Systems Design Checklist

Emergency generator.

o Recommend emergency power and lighting for the following spaces:

 o Entire evidence section.

 o All refrigerators and freezers, including walk-in units.

 o Photography darkroom(s).

 o Entire security section, including electronic security systems and
telephones.

 o X-ray processing room(s).

o Recommend one duplex outlet per 92.90 m2 (1000 ft2) and 25 percent
lighting for the following spaces:

 o All technical laboratory, examination, and investigation spaces.

o Minimal emergency power and lighting per applicable codes:

 o All other spaces in the building not identified above.

Uninterruptable power supply (UPS).

o All computer-driven systems and equipment including, but not limited
to, laboratory instrumentation, Automated Fingerprint Identification
System (AFIS), Combined DNA Identification System (CODIS),
Laboratory Information Management System (LIMS), Drugfire, Integrated
Ballistic Imaging System (IBIS), and LABNET.

o Central UPS system is preferred, but local UPS units are acceptable.

Task lighting.

o Verify locations, types, and color temperatures with users.

Local light level control.

o Verify locations with users.

Bench power.

o General: single outlets at 0.457 m (18 in) on centers, or duplex outlets at
0.914 m (36 in) on centers.

o Special bench power requirements to be verified.

General Laboratory Design

Fume hoods.

o Class A, chemical fume hood with remotely located exhaust blower.

Biological hoods.

o Class II, types A, B2, or B3, depending on specific application, with
remotely located exhaust blower.

Bench top work surfaces.

o Epoxy resin in laboratory spaces where fume hood or chemically rated
biological hood is installed.

o Stainless steel in spaces where biologically contaminated evidence is to
be placed on the work surface.

o 3.81 cm (11/2-in) thick laminated maple in physical examination spaces
such as firearms shop and vehicle examination work bench.

o Chemical resistant plastic laminate in all other laboratory spaces not
identified above.

o Standard plastic laminate in nonlaboratory spaces such as offices,
conference rooms, lunch room, toilet rooms, etc.

Laboratory sinks.

o Epoxy resin in epoxy resin countertops, all other locations stainless steel.

Hands-free sinks.

o At all clean sinks.

o Verify other special locations with users.

Clean sink areas.

o Located at the entrance to every laboratory section.

o Used only to wash hands upon leaving a laboratory section.

o Provide lab coat hangers.

o Provide cabinetry for storage of soap, paper towels, rubber gloves, and
other protective garments as determined necessary by the users. 

Caustic (acid/alkali) waste plumbing.

o At all epoxy resin sinks and fume hood cup sinks.

o May include dilution system, neutralizing filters, or holding vessels,
depending on local authority and plumbing design.

Evidence drying rooms.

o Recommended minimum of 12 to 15 air changes per hour, direct exhaust
to exterior.

o Washable finishes.

Biovestibules.

o Locate between "clean" and "dirty" spaces, for example, between main
circulation corridor and entrance to a laboratory section that potentially
contains hazardous airborne contaminants.

o Shall be designed as an interlock between clean and dirty spaces with air
handled through differential pressurization to prevent exfiltration of
contaminated air.

o Shall contain all the features of the clean sink areas described above.

o Minimum size: 5.95 m2 (64 ft2).

Bulk chemical and clandestine lab evidence storage rooms.

o Exhaust system to expel both heavier- and lighter-than-air vapors.

 o Explosion-proof electrical fixtures.

 o Blowout panel.

 o Chemical spill containment.

Finishes.

o Laboratory floors. 

 o Chemical-resistant sheet vinyl or vinyl tiles with welded seams.

o Laboratory walls.

 o Epoxy in all spaces considered highly biologically or chemically
hazardous, such as examination rooms, bulk drug analysis, and bulk
chemical storage.

 o Semi-gloss latex enamel in all other spaces.

o Laboratory ceilings.

 o Epoxy in all spaces considered highly biologically or chemically
hazardous, such as examination rooms, bulk drug analysis, and bulk
chemical storage.

 o Suspended acoustical in all other spaces.

o Nonlaboratory spaces.

 o Acceptable interior finish standards for offices and nonlaboratory
support spaces.

Laboratory casework.

o Standard laboratory casework with utility access space behind base
cabinets.

o Steel or wood preferred, plastic laminate acceptable.

o Maximize use of flexible laboratory casework systems.

Files.

o Generally, one four-drawer filing cabinet, or the equivalent file storage
space, should be provided for each analyst at the area of the nonlaboratory
workstation.

Special considerations.

o Acoustics.

o Reflective surfaces.

o Vibration-proof flooring.

o High-strength flooring.

Technical Laboratory Sections

General Design Comments

The forensic laboratory consists of various laboratories within the overall
facility. These various laboratories are commonly referred to as laboratory
sections or units. The recommended guidelines provided here are intended
to serve as checklists for the design of laboratory space in the technical
laboratory sections. Included are functional areas, equipment, and
instrumentation that are listed to remind designers of needs that should be
considered when designing a layout. Many of the items listed, such as
laboratory workstations, are universal components of technical sections.
Other items may or may not be necessities, depending upon the needs and
size of individual laboratory sections. In some instances area (m2, ft2) of
floor space or linear footage (lin m, ft) of bench space have been assigned
to represent minimum guidelines for space requirements. Items and areas
that are not assigned measurements will vary as needed by individual
laboratories and the sections within those laboratories.

For most laboratory sections the checklist below follows a common theme.
This theme consists of the concept of a main laboratory space for each
section, and supporting spaces that are enclosed rooms with direct
adjacency to the main laboratory. The main laboratory is where each
analyst will have an individual laboratory workstation. The adjacent
supporting spaces will be spaces devoted to specific procedures or
equipment items and that might be used by each analyst from time to time
during the course of his or her examinations.

Administrative Work Spaces

Each laboratory section will identify various nonlaboratory work spaces. A
significant amount of the forensic analyst's responsibilities include
nonlaboratory tasks such as data analysis, report writing, court testimony
preparation, and other administrative responsibilities. The design should
provide the analyst with an administrative work area, away from the
hazards of the laboratory, where these tasks can be conducted in an
efficient and safe environment. Supervisors' offices, case review areas, and
space for files can also be included in this environment. With the
exception of the supervisors' offices, which shall be private offices, all
other spaces in the administrative work area can be designed as open
office systems workstations. Some analysts, such as document and latent
print examiners, require additional administrative work space since a
significant amount of their technical examinations can occur outside of the
laboratory environment.

Controlled Substance Section

Main Controlled Substances Laboratory Space.

o Individual analyst laboratory workstation.

 o 4.57 m (15 lin ft) bench space per analyst.

 o Individual in-process secure evidence storage.

 o Individual spot ventilation or fume hood.

 o Sink (may be shared between two analysts).

o Miscellaneous bench space with hood(s) and sink(s) as required for
specific equipment and procedures.

o Floor space for refrigerators and other lab equipment as required.

o Vibration-isolation benches as required for analytical balances.

Instrumentation room.

o Bench space for each instrument with adjacent layout bench space.

o Free access space to the rear of each instrument for maintenance and
utility access.

o Instrument maintenance space within the instrument room with fume
hood, solvent storage, and sink.

o Shelving for the storage of references and manuals.

o Dry fire suppression system.

o Adequate ports for computers/workstations.

Evidence storage room.

o As required in addition to in-process storage in workstations.

Standards storage room.

o Lab refrigerator.

o Secure storage units.

Reagent preparation. 

o May be separate room or may be part of the main laboratory space.

o Chemical layout bench space.

o Fume hood(s) with solvent and separate acid/alkali storage base
cabinets.

o Glassware washer with bench space for glassware sorting.

o Double sink.

o Bench space as required for specific equipment and procedures.

o Flammable materials storage refrigerator.

Robotics.

o May be separate room or may be part of the main laboratory space.

o Type of robotics equipment and apparatus will dictate space and utility
requirements.

o Dry fire-suppression systems.

Other considerations.

o Large bulk seizures.

o Light-free room for alternate-light viewing.

Administrative work spaces.

o Supervisor's office: 11.48 m2 (120 ft2).

o Analyst's administrative workstation: 5.95 m2 (64 ft2) per analyst.

o Case review: space for small table and chairs where three or four
analysts can confer informally. 

Toxicology Section

o Design as biologically hazardous space with biovestibule, while
ensuring no cross-contamination from the drug section.

o Main Toxicology Laboratory Space.

o Individual analyst laboratory workstation.

 o 4.57 m (15 lin ft) bench space per analyst.

 o Individual in-process secure evidence storage.

 o Individual spot ventilation, fume hood, or biological hood.

 o Sink (may be shared between two analysts).

o Miscellaneous bench space with hood(s) and sink(s) as required for
specific equipment and procedures.

o Stand-alone specimen processing room may be required in addition to
analyst workstations, depending on operation and accreditation
requirements.

o Special processing of waste may be required.

Instrumentation room.

o Bench space for each instrument with adjacent layout bench space.

o Free access space to the rear of each instrument for maintenance and
utility access.

o Instrument maintenance space within the instrument room with fume
hood, solvent storage, and sink.

o Shelving for the storage of references and manuals.

o Dry fire-suppression system.

o Adequate ports for computers/workstations. 

Refrigerated storage.

o As required in addition to in-process evidence storage in workstations.

o May be refrigerators in main laboratory space or in separate room.

o May be walk-in refrigerator and/or freezer.

Reagent preparation. 

o May be separate room or may be part of the main laboratory space.

o Chemical layout bench space.

o Fume hood(s) with solvent and separate acid/alkali storage base
cabinets.

o Glasswares washer with bench space for glassware sorting.

o Double sink.

o Bench space as required for specific equipment and procedures.

o Flammable materials storage refrigerator.

Robotics.

o May be separate room or may be part of the main laboratory space.

o Type of robotics equipment and apparatus will dictate space and utility
requirements.

Radioimmunoassay room.

o 11.48 m2 (120 ft2).

o Fume/biological hood.

o Sink.

o Bench space as required for equipment and procedures.

Administrative work spaces.

o Supervisor's office: 11.48 m2 (120 ft2).

o Analyst's administrative workstation: 5.95 m2 (64 ft2) per analyst.

o Case review: space for small table and chairs where three or four
analysts can confer informally. 

Firearms/Toolmarks Section

Design as biologically hazardous space with biovestibule.

Main Firearms/Toolmarks Laboratory Space.

o Individual analyst laboratory workstation.

 o 4.57 m (15 lin ft) bench space per analyst (6.1 m [20 lin ft] if individual
comparison microscope is included).

 o Individual in-process secure evidence storage.

 o Sink (may be shared between two or more analysts).

o Miscellaneous bench space with hood(s) and sink(s) as required for
specific equipment and procedures.

o Floor space for refrigerators and other lab equipment as required.

Comparison microscopy room.

o 1.524 lin m (5 lin ft) per microscope (allow for attachment of power and
light sources).

o Some users may prefer individual microscopes in their individual
workstations.

o Light level control.

Test fire range.

o Minimum width, 2.438 m (8 ft); optimum width, 6.096 m (20 ft).

o Minimum length, 12.192 m (40 ft); optimum length 22.86 m (75 ft).

o 2.438 lin m (8 lin ft) bench for weapon layout.

o Ventilation for airborne unspent powder and lead/metal particulates (see
OSHA and NIOSH regulations).

o Acoustically designed for containment and absorption of sound.

Projectile recovery room.

o Ventilated water tank.

o Ventilated cotton box.

o Ventilated test fire container.

o Acoustically designed for containment and absorption of sound.

Toolmarks shop.

o Tools storage.

o Sink.

o Drill press.

o Grinder.

o Compressed air.

o Additional bench space as required for tools and equipment.

Computer room.

o Drugfire workstation(s).

o IBIS workstation(s).

o Server(s) associated with automation platform, if applicable.

o Dedicated phone line(s) and additional data ports as required.

Chemistry lab.

o Might be part of the main laboratory space.

o Fume hood(s) with solvent and separate acid/alkali storage base
cabinets.

o Sink(s).

o Additional bench space as required for evidence layout and equipment.

Gunshot residue room. (Note: could be part of chemistry lab.)

o Biovestibule entry.

o Biological hood(s).

o Sink.

o Stainless steel examination surface (bench or mobile table).

Gun references storage room.

Ammunition storage room.

o Follow safety recommendations.

Standards storage.

o Might be in main laboratory space.

Evidence storage.

o As required in addition to in-process storage in workstations.

Administrative work spaces.

o Supervisor's office: 11.48 m2 (120 ft2).

o Analyst's administrative workstation: 5.95 m2 (64 ft2) per analyst.

o Case review: space for small table and chairs where three or four
analysts can confer informally. 

Trace Analysis Section

Design as biologically hazardous space with biovestibule.

Main Trace Analysis Laboratory Space.

o Individual analyst laboratory workstation.

 o 4.57 m (15 lin ft) bench space per analyst.

 o Individual in-process secure evidence storage.

 o Individual spot ventilation, fume hood, or biological hood.

 o Sink (may be shared between two analysts).

o Miscellaneous bench space with hood(s) and sink(s) as required for
specific equipment and procedures.

o Floor space for refrigerators and other lab equipment as required.

Instrumentation room.

o Bench space for each instrument with adjacent layout bench space.

o Free access space to the rear of each instrument for maintenance and
utility access.

o Instrument maintenance space within the instrument room with fume
hood, solvent storage, and sink.

o Shelving for the storage of references and manuals.

o Miscellaneous bench space with hood(s) and sink(s) as required for
specific equipment and procedures.

o X-ray Diffraction (XRD).

o Space for remotely located chiller.

o Dry fire-suppression system.

Microscopy room.

o 1.524 lin m (5 lin ft) bench space per microscope.

o Light level control.

Scanning electron microscope room.

o 11.48 m2 (120 ft2).

o 2.438 lin m (8 lin ft) bench space with sink.

o Manuals and references shelves.

o Light level control.

o Dry fire-suppression system.

o Isolation pad or minimal floor vibration.

Evidence storage room.

o As required in addition to in-process storage in workstations.

Standards storage.

o May be separate room or may be part of the main laboratory space.

Arson investigation room.

o Fume hood(s) for vacuum extraction, if required.

o Bench space and sink(s) as required for layout and examination.

Evidence drying room(s).

o See "General Laboratory Design."

o May be within the laboratory section or centrally located outside of the
laboratory section.

Evidence examination (scraping or processing) rooms.

o Minimum of two rooms to separate victim and suspect evidence. One
additional room for every six analysts.

o Minimum 13.935 m2 (150 ft2)each room.

o Mobile exam table with access all around.

o Evidence hanging apparatus above exam table.

o 2.438 lin m (8 lin ft) bench layout space with sink.

o Light level control.

Administrative work spaces.

o Supervisor's office: 11.48 m2 (120 ft2).

o Analyst's administrative workstation: 5.95 m2 (64 ft2) per analyst.

o Case review: space for small table and chairs where three or four
analysts can confer informally. 

Forensic Biology/DNA Section

Provide general requirements for separation of laboratory space in
accordance with TWGDAM guidelines.

Design as biologically hazardous space with biovestibule.

General contamination prevention is critical.

Main Forensic Biology Laboratory Space.

o Individual analyst laboratory workstation.

 o 4.57 m (15 lin ft) bench space per analyst.

 o Individual in-process secure evidence storage.

 o Sink (may be shared between two analysts).

o Miscellaneous bench space with hood(s) and sink(s) as required for
specific equipment and procedures.

o Floor space for refrigerators and other lab equipment as required.

Evidence examination (scraping or processing) rooms.

o Minimum of two rooms to separate victim and suspect evidence. One
additional room for every six analysts.

o Minimum 13.935 m2 (150 ft2) each room.

o Mobile exam table with access all around.

o Evidence hanging apparatus above exam table.

o 2.438 lin m (8 lin ft) bench layout space with sink.

o Light level control.

Wet blood preparation.

o Minimum 9.29 m2 (100 ft2).

o Biological hood(s).

o Sink(s).

Refrigerated storage.

o As required in addition to in-process evidence storage in workstations.

o May be refrigerators in main laboratory space or in separate room.

o May be walk-in refrigerator.

Freezer storage.

o May be walk-in freezer.

o Ultra-low temperature freezer storage.

Evidence drying room(s).

o See "General Laboratory Design."

o May be within the laboratory section or centrally located outside of the
laboratory section.

Reagent preparation room.

o Fume hood(s) with solvent and separate acid/alkali storage base
cabinets.

o Double sink.

o Glasswares washing and storage.

o Autoclave.

o Flammable materials storage refrigerator.

o Minimum 18.581 m2 (200 ft2).

o Negative pressure ventilation.

Electrophoresis.

o May be in separate room or on benches in main laboratory space.

o Approximately 18.581 m2 (200 ft2).

Photo room.

o 1.83 lin m (6 lin ft) bench space per photo station for equipment and
layout.

o Light level control.

X-ray processing room. (Note: needed only if using radioisotopes.)

o Photographic darkroom design.

o X-ray viewer.

o Minimum 13.935 m2 (150 ft2).

o Safe lights.

o Some processing equipment requires supplemental water connections
and floor drains.

PCR preparation room.

o Minimum 11.48 m2 (120 ft2).

o Biological hood(s).

o Refrigerator.

o Layout bench space with sink.

PCR amplification/detection room.

o Interlock vestibule entry designed like biovestibule. Design to prevent
cross-contamination of airborne product from PCR room to surrounding
spaces.

o Negative pressure relative to adjacent spaces.

o Refrigerator(s).

o 9.29 m2 (100 ft2) per analyst.

o Miscellaneous bench space for equipment and layout.

o Storage space.

Mitochondrial DNA (mtDNA) room.

o Interlock vestibule entry designed similar to biovestibule. Design to
prevent double cross-contamination, i.e., airborne product from mtDNA
room to surrounding spaces, and airborne materials from surrounding
spaces to mtDNA room.

o Minimum 18.581 m2 (200 ft2).

o Miscellaneous bench space with hood(s) and sink(s) as required for
specific equipment and procedures.

Research and development/methods development.

o Minimum 18.581 m2 (200 ft2).

o Miscellaneous bench space with hood(s) and sink(s) as required for
specific equipment and procedures.

Computer lab (CODIS).

o 1.524 lin m (5 lin ft) bench space for each computer workstation.

o 0.9144 m (3 lin ft) bench space for each video imager.

o One video imager shared between two computer workstations.

o Shelving for references and manuals.

o Space for network servers and/or other computer hardware.

o Dedicated phone line(s) and additional data ports as required.

o X-ray viewer(s).

o Can be considered nonlaboratory space and located accordingly.

o Secure storage areas.

Administrative work spaces.

o Supervisor's office: 11.48 m2 (120 ft2).

o Analyst's administrative workstation: 5.95 m2 (64 ft2) per analyst.

o Case review: space for small table and chairs where three or four
analysts can confer informally. 

Latent Prints Section

Design as biologically hazardous space with biovestibule.

Main Latent Prints Laboratory Space.

o Individual analyst laboratory workstation.

 o 3.048 lin m (10 lin ft) bench space per analyst.

 o Individual in-process secure evidence storage.

 o Sink (may be shared between two analysts).

o Miscellaneous bench space with hood(s) and sink(s) as required for
specific equipment and procedures.

o Floor space for refrigerators and other lab equipment as required.

Evidence storage.

o As required in addition to in-process storage in workstations.

Cyanoacrylate processing.

o May be part of the main latent prints laboratory space.

o Multichambered cabinets with individually controlled exhaust.

Dusting stations.

o May be part of the main latent prints laboratory space.

o 1.524 lin m (5 lin ft) bench space per dusting station.

o Task lighting.

Chemical processing.

o May be part of the main latent prints laboratory space.

o Bench space with hood(s) and sink(s) as required for specific equipment
and procedures.

o Humidity test chamber.

Alternate light source room(s).

o Fume hood with large sink for dye processing.

o Layout bench.

o Minimum 11.48 m2 (120 ft2).

Laser room.

o Light level control.

o Minimum 13.935 m2 (150 ft2) 

o Design as darkroom with sink, or provide access to darkroom with sink.

Photo room.

o 1.83 lin m (6 lin ft) bench space per photo station for equipment and
layout.

o Light level control.

Automated Fingerprint Identification System (AFIS) room.

o 1.524 lin m (5 lin ft) per computer workstation.

o Hardware and other space requirements vary per vendor.

o Light level control.

o Can be considered nonlaboratory space and located accordingly.

Administrative work spaces.

o Supervisor's office: 13.935 m2 (150 ft2).

o Analyst's administrative workstation: 9.29 m2 (100 ft2) per analyst.

o Case review: space for small table and chairs where three or four
analysts can confer informally. 

Questioned Documents Section

Main Questioned Documents Laboratory Space.

o North exposure with natural light.

o Individual in-process secure evidence storage (may be at nonlaboratory
workstations).

o Miscellaneous bench and floor space as required for specific equipment
and procedures.

o Mobile tables for individual case examination; approximately one table
per examiner.

Evidence storage room.

o As required in addition to in-process storage at workstations.

Chemical processing room.

o Fume hood(s) with solvent and separate acid/alkali storage base
cabinets.

o Bench space for equipment and evidence layout with sink.

o Minimum 11.48 m2 (120 ft2).

Administrative work spaces.

o Supervisor's office: 13.935 m2 (150 ft2).

o Analyst's administrative workstation: 9.29 m2 (100 ft2) per analyst.

o Case review: space for small table and chairs where three or four
analysts can confer informally. 

Computer Evidence Section

May be designed as computer hardware space. Chemical and biological
hazards will not be present. A sample statement of work (SOW) for a
forensic computer examination laboratory is found in Appendix III.

Main computer evidence laboratory space.

o Individual analyst laboratory workstation: 7.62 lin m (25 lin ft) bench
space per analyst.

o Miscellaneous computer evidence bench: 7.62 lin m (25 lin ft) bench
space per analyst.

o Independent data line with two jacks.

o Various types of telephone lines.

Evidence room.

o 9.29 m2 (100 ft2) per analyst.

Equipment room.

o 9.29 m2 (100 ft2) per analyst.

Administrative work spaces.

o May be included as part of the main computer evidence laboratory
space.

o Supervisor's office: 13.935 m2 (150 ft2).

o Analyst's administrative workstation: 9.29 m2 (100 ft2) per analyst.

o Independent data line with two jacks.

o Various types of telephone lines.

o Two National White Collar Crime Center (NWCCC) network
connections.

Dry fire-suppression system.

Universal Facility Design Components

Although no two forensic laboratories are alike, there are basic functional
components and areas that are universal to most laboratory buildings. For
example, office space, training rooms, and technical support areas are
standard necessities that must be considered for space during the design
phase. The following set of checklists serve as recommended guidelines
and requirements for universal laboratory building components, and have
been divided into four categories: administrative, building, technical
support, and general technical. Administrative areas are nontechnical and
primarily consist of office space used for evidence support. Building areas
are not directly related to evidence analysis, and needs will vary for
freestanding laboratories or laboratories occupying only part of a building.
Technical support areas are directly related to, but are not used for,
evidence analysis. General technical areas are shared by most laboratory
sections within a building, and needs will vary depending upon laboratory
size and functions.

Administrative

Design standards for these spaces should be based on acceptable office
space design standards.

Private offices.

o Based on existing space standards, if any.

Offices for support personnel.

o Shared offices or open office systems furniture.

Files for active cases.

Clerical, administrative, and case support.

Mail, photocopy, and facsimile.

Conference room(s).

Lobby/reception.

Consultant offices.

Library.

o Book stacks.

o Periodicals shelves.

o Study carrel(s)

o Study table(s)

o Computer information terminal(s)

Building

Mechanical.

o Heating, ventilation, and air conditioning (HVAC) equipment rooms.

o Air handling systems.

o Fume and biological hood exhaust equipment.

o Laboratory compressed air and vacuum systems.

o Central plant water treatment systems.

o Domestic hot and cold water systems.

o Fire extinguishing systems and sprinkler control rooms.

o Instrument gas manifold and distribution systems.

Communications.

o Computer rooms and/or closets.

o Telephone equipment rooms and/or closets.

o Premise wiring rooms and/or closets.

o Data line provisions.

Electrical.

o Service entrance and main switch gear.

o Emergency generator.

o Uninterruptable power supply (UPS) equipment.

o Electrical closets.

o Electrical service panels.

Staff use.

o Lunch room.

o Break room(s).

o Locker rooms with showers.

o Rest rooms.

Other.

o Janitorial closet(s).

o Passenger and/or freight elevator(s).

o Recycling.

o Lab coat cleaning.

o Shipping and receiving.

o Hazardous waste disposal.

o Compressed gas cylinder storage.

o General waste disposal.

Technical Support

Storage.

o General laboratory storage.

o General supplies storage.

o Long-term files storage.

o Chemical storage.

 o Dry fire-suppression system.

Evidence.

o Evidence receiving and return counter from and to submitting agencies.

o After-hours secure evidence lockers.

o Evidence disbursal and return counter to and from laboratory sections.

o Evidence custodian workstations: minimum 5.95 m2 (64 ft2).

o Evidence supervisor office: minimum 11.48 m2 (120 ft2).

o Evidence storage.

 o General evidence storage shelving.

 o Refrigerated and frozen evidence storage: refrigerators and freezers or
walk-in units.

 o Secure narcotics storage.

 o Secure valuables storage.

 o Flammable evidence storage: fire-rated, ventilated storage room, or
ventilated flammable storage cabinets.

 o Biohazardous evidence storage.

 o Gun storage.

 o Long-term evidence storage.

o Evidence workroom.

 o Mail room features for packaging, sending, and receiving evidence.

 o Layout countertop space with sink.

 o Photocopy and facsimile.

o Evidence case review/triage/conference room(s).

o Evidence drying.

General Technical

Vehicle processing.

o Securable and air conditioned/heated forensic garage bay(s).

 o At least one bay large enough to accommodate vans and motor homes.

o Workbench space: 3.048 lin m (10 lin ft) per bay.

o One shop sink per bay.

o Laser or remote fiber light source.

o Vehicle lift (fixed or portable).

o High-intensity lighting.

o Additional pull-down lighting.

o Tools storage.

o Evidence drying room(s).

o Compressed air.

Forensic photography.

o Can be utilized for laboratory support only or offer full services,
including public relations and graphic arts.

o Film and print for black and white and color processing.

o Chemical storage and mixing space.

o Studio.

o Finishing.

o Computer-aided design and drafting (CADD) for graphic arts.

o Photographic equipment and supplies storage.

o Refrigerator.

Computer imaging.

o Video and photographic enhancement.

o General enhancement of latent prints, footprints, etc.

o Virtual reality crime scene recording.

Training.

o Classroom(s).

o Audio/visual media room.

o Exhibit storage.

o Mock crime scene room(s).

o Training laboratory.

o Breath alcohol training.

o Video conferencing.

o Computer and television networking.

Quality assurance.

o Proficiency testing/sample preparation laboratory (might be shared with
training laboratory).

o Conference/office.

o Record storage and archival facilities.

Crime scene unit.

o Equipment storage.

o Staging area.

Construction

The Construction Process

During this phase all the facility planning and design work will be brought
to fruition and the forensic laboratory facility will be built.

During the construction phase a team of individuals represents the
laboratory's interests, ensuring that all the laboratory concepts are fully
implemented. Each member of the team has a defined set of
responsibilities. The laboratory will need to rely on the team members'
collective expertise with respect to interpretation of the contract
documents, resolution of technical construction issues, and unforeseen
construction conditions, such as ground water or bad soil. This team often
includes:

o The building owner's project manager or site representative, usually
from facilities planning and design, the laboratory planner, and the
contracting officer.

o Members of the design team, including the architect, and structural,
mechanical, and electrical engineers.

It is critical that the laboratory director monitor progress during
construction and make available to the project team an individual who is
knowledgeable about all laboratory design requirements. This person will
assist and act as a resource to the project team, answering questions and
responding to issues directly affecting the forensic laboratory's functional
design requirements and facilitating the exchange of information between
laboratory staff and the construction team when required. 

Laboratory Technical Coordinating Officer (LTCO)

The laboratory technical coordinating officer (LTCO) is the individual
assigned to represent the laboratory's interests and to act as a
facilitator/coordinator during the construction phase. The LTCO must be:

o Knowledgeable about the project requirements.

o Readily available and willing to continue to serve through the
construction phase.

o Familiar with the design requirements and concepts and previously
involved in the design process.

o Able to clearly communicate and effectively work with all team
members to realize complete success.

Remember, this is a once in a lifetime responsibility that:

o Requires a great deal of time and commitment.

o May require the LTCO to give up other responsibilities.

o The LTCO is probably not formally trained to do.

All construction team members, including the LTCO, must understand
their responsibilities and the limits of their authority and rely on the other
members of the team for support.

The LTCO has a role on and is part of a much larger team. The LTCO
should report and work through the individual responsible for
administration of the construction contract on the owner's behalf. The
LTCO should not be allowed to work directly with the contractor or his
subcontractors.

A very complex set of relationships exists between the contractor,
subcontractors suppliers, the building owner, and the architect/engineer.
These relationships are clearly defined by the contract agreements. These
documents must be fully understood. If the LTCO has questions or
concerns, they should be discussed with the contracting officer and the
project manager.

Defining Responsibility and Authority

It is difficult to outline precisely everyone's role and responsibility during
the construction of a facility. Each project is different. The form of
contract agreement by which the construction project is being delivered
and differences in a building owner's ability to manage a construction
project can vary. It is therefore important that the laboratory director and
the LTCO both review and understand the contract agreement and formal
lines of communication established for their project.[3]

Forms of Construction Contracts

Traditional Construction Contract

Under a traditional construction contract, drawings and specifications are
advertised for receipt of bids from interested contractors. (The contractors
submitting bids on the project may or may not be prequalified). Each
general contractor and their subcontractors estimate the cost of
construction and submit a binding bid to the owner's representative. Bids
are generally received and opened at a public opening. The qualified
bidder deemed to provide the "best value" to the government is normally
awarded the construction contract.

A construction contract is then signed. The drawings and specifications are
enjoined as part of the contract agreement defining the facility to be
constructed for the contracted amount. The general contractor is the sole
point of responsibility to construct the building as defined by these
documents, including the work of his subcontractors. The greatest
advantage to this method of construction delivery is that there is one point
of accountability.

Construction Management Contract

Under this type of contract, construction managers (CM's) actually
manage the construction of a facility for or with the building owner.
Construction managers are often integrally involved during the design
process, recommending alternative construction materials and methods
based on their experience with local construction practices.

The CM is responsible for managing construction for the owner,
guaranteeing that construction will not exceed an agreed-upon maximum
price for the facility. The construction manager may elect to do some of
the construction, usually the work of general trades. The construction
manager negotiates and oversees the work completed by other
subcontractors.

The two advantages of this form of construction delivery are the input a
construction manager can provide during the design process and the ability
to guarantee a maximum price for the facility cost early in the design
process.

Design/Build Contract

Based on a definitive description of the facility in a detailed project
program, the design/build contractor completes facility plans and
specifications and then constructs the facility for a guaranteed maximum
price.

In this form of contract, it is imperative that the facility description be
extremely accurate and complete whether it is a written narrative,
drawings, or a combination. This description establishes a contractual
scope of work for the design/build team; additional requirements or
changes must be negotiated. The advantage of this form of contract is
speed.

Methods To Administer Construction Contracts

The most common way to administer a construction contract is through a
facilities management and planning office or contracting agency within the
organization. However, some organizations do not have internal groups
and must contract with another outside agency.

For example, some Federal organizations work through GSA or the Army
Corps of Engineers. Some State organizations work through a State
facilities management and planning office. Some State or local agencies
will contract with a construction management firm under separate contract
outside of the construction agreement.

It is important for the LTCO to understand who contractually represents
the owner through the construction process.

Process

As the construction process moves through a series of steps, there are
issues about which the laboratory director should be concerned to ensure
the satisfactory completion of the facility.

Prequalify Bidders

Forensic laboratory facilities are extremely complex and require a
contractor with demonstrated experience building this type of project. The
bidding process (especially for government facilities) awards the contract
to the lowest bidder; lab directors will not be allowed to disqualify
unqualified bidders after bids are received and opened. Therefore, if
possible, include a process to prequalify bidders. Prequalification should
be based on the following:

Company experience. Has the company:

o Successfully constructed similar types of projects?

o Successfully constructed projects of similar size?

o Provided adequate bonding capacity?

o Provided verifiable references?

o Met previous construction schedules?

o Demonstrated an acceptable record with respect to cost control and
change orders?

o Been involved with, or had a history of, litigation?

Key personnel. Keep the following in mind when considering key
personnel:

o Have key personnel, such as the project superintendent, successfully
completed similar types of projects?

o Have key personnel successfully completed projects of a similar size?

o Review key personnel references.

o What kind of commitment is the company willing to make with respect
to assigning these individuals to the project?

Bidding

During the bidding process, the qualified bidders are invited to prepare
bids for the construction of the forensic laboratory. Steps include:

Solicitation. Invitations to bid can take many forms, including: 

o Direct notification of qualified contractors.

o Advertisement in local newspapers.

o Advertisement in trade journals.

Prebid conference. This serves to notify all contractors interested in
preparing bids of any special conditions of which they should be aware, or
issues not clearly addressed in the contract documents.

Issue documents. All interested contractors are provided with sets of plans
and specifications, including all necessary bid forms. A nominal fee is
usually applied to cover the cost of printing and handling.

Requests for Information (RFI's) and addendums. During the bidding
process, many questions will be received from prospective bidders. These
questions are referred to as Requests for Information (RFI's). Most RFI's
can be simply answered by the design team. However, if there is
incomplete or conflicting information, or an error in the documents, it is
imperative that all bidders are notified of any revisions in order to make
bids comparable. This is called an addendum. Addendums are issued
during the bidding process for this purpose and should be issued no later
than 14 days prior to bid opening.

Bid opening. Bids received are normally opened and recorded at a public
bid opening.

Analysis of bids and alternates. All bids must be evaluated carefully. Often
a project includes alternates. Alternates are portions of the work that may
or may not be executed. An additive alternate is additional work that the
building owner may elect to do if the bid cost is within his budget. A
deductive alternate is work that may be deleted from the contract if the bid
cost of construction is too high. Deductive alternates should be avoided as
much as possible, as the cost savings realized will be less than if the same
portion of work were an additive alternate. Multiple alternates in the bid
package can make the evaluation of the bids extremely complex.

Award of the construction contract. Once the successful bidder has been
identified and the bid certified as bona fide, the construction contract
between the owner and contractor can be signed.

Construction

Hold a preconstruction conference. This facilitates reaching an
understanding by members of the construction team of the procedures that
are to be followed during construction, establishing:

o Chain of communication.

o Construction schedule.

o Procedures for processing shop drawings, change orders, RFI's, and
payments.

o Coordination drawings.

Any areas of specific concern also should be discussed, such as:

o Site security.

o Mockups. Often for critical systems or materials where high
expectations of quality exist, a sample panel or mockup is constructed to
establish a benchmark or standard for the project. Often, a mockup of an
entire laboratory module is constructed and the casework used in the
mockup can be reused in the facility.

o Coordination of work.

Periodic Site Inspections, Punch List, and Final Inspection

Hold periodic site inspections throughout construction. Toward the end of
construction, compile a punch list. A punch list is a list of items compiled
by the contractor that are incomplete or need to be fixed. The list should
be reviewed by the building owner and the architect, who should walk
through the structure and add to the list as necessary. 

Architect/Engineer (A/E)

It should be noted that the Architect/Engineer (A/E) usually has primary
(but not sole) responsibility for periodic site inspection, punch list and
numerous other tasks. A/E services in this area are delivered as a part of
his "PCAS" Services. (Post Construction Award Services). These services
have usual and customary areas of responsibility/performance, which
should be defined in the contract between the Owner and the
Architect/Engineer. Some owners may seek to economize on professional
services by omitting or reducing these services. This is a false economy.

Commissioning/Occupancy

Ensure that systems are in place and in working order, and that laboratory
staff and facilities engineers understand how the building systems work.
Obtain training for the facilities engineer and custodial staff on new
equipment and systems and arrange for service for the equipment and
systems.

Pitfalls

During the construction process, events can occur that may prevent a
facility from achieving the laboratory's level of expectation. Many of the
issues will be beyond the laboratory's authority to control and the lab will
have to rely on the expertise of others to control. Following are common
pitfalls to anticipate:

Quality Standards/Expectations

Mockups. For critical systems where high quality is specified and
expected, mockups provide a method of examining the systems before the
bulk of the materials are either fabricated or installed. If the mockup does
not meet specified levels of quality, it is much easier to change.

Shop drawing. Shop drawings are drawings from materials suppliers or
subcontractors that precisely detail the installation and materials they
propose to use. These drawings should be carefully reviewed by the design
team for their compliance with the plans and specifications and by the
LTCO for meeting the intent of the laboratory concepts. 

Fully Implementing Building and Systems Concepts

Often, as a facility is constructed, design concepts are not fully carried out.
In laboratory facilities, the organization of utility distributed systems is
critical for adaptability and ease of maintenance. Yet, often during
construction, utilities are routed first come, first served, and form a tangled
web incapable of serving or fulfilling future project needs. The
coordination of drawings of building systems is an issue that should be
carefully reviewed at the preconstruction conference and enforced in the
contract general conditions.

Equipment Installation and Coordination

The purchase and installation of fixed or major movable equipment is
complicated and can result in coordination problems. Often, "or equal"
equipment that is bid does not have the same utility requirements or is a
different dimension than that used as the basis of design. For example,
pit-mounted washers or autoclaves with similar capacity have different
requirements for utility connections and require a different pit dimension.
These variations must be carefully reviewed early on to avoid problems
later in the construction process when equipment is installed.

Existing equipment to be relocated presents a different set of issues. This
includes moving the equipment, connecting the equipment, and the
potential that some equipment may be replaced during the construction
period. The LTCO must be aware of any changes in equipment that may
affect the building or utility requirements.

Laboratory Layout Revisions

During the construction process, it is not unusual for a large percentage of
the laboratory users to change. This may lead to revisions in the laboratory
fit-up. A significant amount of time may be required of the LTCO to
coordinate these revisions during constructions.

Moving

Executing the move of a forensic laboratory requires a strategic plan.
Without such a plan, the move may not be done properly and the
consequences can be formidable.

Work must continue even as the shift is made from the old facility to the
new. The laboratory and its operations don't stop because the laboratory
moves. Phase and schedule move activities so that routine daily events
occur as smoothly and efficiently as possible. This requires logistics and
planning.

When considering or planning a move, address the following questions: 

o What are the tasks or activities? 

o In what order are they performed? 

o Who is going to do them? And, who has approval or sign-off authority?

A move plan should be based on the projected move-in date and time
required to accomplish tasks. Tasks can be assigned "L" for long-range,
"I" for intermediate, "S" for short-term, "P" for postmove, or any
combination of these terms. The plan should be chronological--a
three-phase framework that includes premove, move, and postmove
activities.

A move plan should consolidate premove, move, and postmove activities
into individual paths. Establish a specific plan and articulate it early and
often. Initially, the plan is fluid. It will grow and evolve constantly.
Always keep in mind the date the move needs to be completed. Define the
end first. Then decide how far prior to this date move activities need to
start in order to complete the move successfully. An example of a detailed
move plan demonstrating many of the concepts discussed in this section is
found in Appendix IV. Specific questions as to labeling, codes, application
or intent should be addressed to Robert A. Jarzen of the Sacramento
County Laboratory of Forensic Services.

Moving Activities

Brainstorm and Sequence Activities.

Get organized. Write down all the tasks that are part of a strategic move
plan. There's a tremendous amount of detail--everything from whether the
lab's loading platforms fit the movers' trucks to refrigeration concerns
when transporting evidence. Will large pieces of equipment (for example,
electron microscopes) fit through the door? If not, should these be moved
before the window frames are installed? Are State/county lines being
crossed? If so, has the lab complied with the regulations for each region?
Just as with the LTCO, someone in the laboratory--not the laboratory
director, who is generally too busy--should be assigned to attend to these
and the many other details pertinent to the total move process.

Prioritize tasks. The key to the process is the sequencing of events.
Sequencing consists of listing every activity necessary for the move,
putting the activities into a bounded timeframe, and assigning the tasks. It
might be helpful to chart the tasks using available project planning
software. Charting the move allows the chief planner to view, review, and
modify the plan as needed while making it easily accessible to other
interested parties (the State's attorney or agency chief executive).

Transition plan. Include a transition plan for satisfying the lab's clients.
Consider an interim step that protects the validity of reagents and materials
during the move and keeps the lab operating. Plan for security needs,
heating and cooling systems, and especially plan to protect the safety of
people. When renovating a facility, identify hazardous conditions, such as
the presence of asbestos. Ensure that repairs are complete before staff
move in.

Contingency plan. A contingency plan is essential. Plan for late deliveries.
What if the lab needs to rent equipment because some of it was dropped
from the back of the truck? What will the lab do if the electrical system
does not work properly?

Assign Human and Dollar Resources.

Anchor responsibility for the move. Allocate resources, both human and
financial. Assign one staff person the responsibility for the move and
prioritize specific tasks, including the time it will take to accomplish them. 

Designate Team/Sector Captains.

Assign a team captain. Under the team captain, assign sector captains in
charge of specific areas such as DNA, firearms, or documents. The sector
captains work with the team captain and the movers to decide how to
communicate moving instructions. For example, whether boxed materials
should have a room number or a color that designates the department (red
for serology, green for firearms).

Develop a Move Manual.

Decide the elements of the complete, well-integrated move plan and
develop a move manual. The manual may include the following
information: 

How to select a mover. Selecting a mover varies with individual
circumstance. Often, an RFP is required and bids evaluated. There also
may be minority vendor set-aside requirements.

Articulation of the plan. Articulate the needs and services required. Is one
mover needed, or 14? Security may be needed. Staff time may be needed
to ensure that computer ports are functional. Articulate a plan and notify
other individuals (clients, staff, other departments involved, the State's
attorney's office). Notify them of changes in the plan as well.

Plan for new purchases. Don't wait until 6 months before the move to
begin to consider purchasing new equipment. This decision must be made
early.

The pack-up. As the move draws near, packing begins. Packing can be
done in stages to minimize disruption. Some materials can be packed
early, such as those used only monthly. Progress eventually to the
equipment which, once it is removed, work stops. The last items packed
are those used every day. Before completely halting the old lab's
operations, validate the systems in the new facility to ensure it is ready to
immediately support lab functions.

Devise a New Facilities Manual.

The new facilities manual will serve as a guidebook of signposts and
activities in the new building. Add any new policies and restate those
policies from the old facility that will be continued.

Continuous Activity

Several activities are continuous from the time the decision is made to
either refurbish an existing facility or build a new one until after the move
is completed. 

Inventory.

Before issuing a request for proposals (RFP), determine the size of the job.
Specifications include an inventory of the items to be moved. For RFP
submission, know how the lab's equipment is currently positioned and
future needs. Inventory is crucial because there are different kinds of
movers for different kinds of equipment. Speciality movers may be
needed.

Inventory each section. Staff in each section of the lab should work with
the move captain to plan how their section will move and to where. To
enable this planning, be sure that staff are familiar with the new facility.

Interim storage. Arrange for interim secure storage, especially if the lab is
moving from one building to another or being renovated in stages, so that
inventory can be stored if it needs to be moved before the facility is ready.
Rented trailers or a warehouse can be used for interim storage.

Personnel Coordination.

Personnel coordination is imperative and good communication essential.
Hold meetings with staff to discuss how the move should occur and once
the course of action is decided, issue memos so there is no
misunderstanding. Within the laboratory, everyone should know the plan
or their section of it. During the move, one person (the move captain)
needs to know what is happening at all times. Have this individual monitor
the whole process and report regularly to the lab director.

Security Assurance and Training.

Maintaining security assurance in the old laboratory while moving and
training on the security systems in the new building is essential throughout
the process. 

Chemical and Biological Hazards.

Chemical and biological hazards play a large role in determining the type
of facility to be built, the placement of equipment, and how items will be
moved. They also affect liability and indemnification. Federal, State, and
local regulations may apply.

Custodial Requirements.

Plan to have a special custodial staff ready as the move occurs in case of
spills or breakage. It may be possible to draw from the professional
movers or laboratory staff. Plan for custodial requirements in the old and
new facilities. The old one needs to be left clean. The new facility requires
appropriate maintenance, trained custodial staff, and functioning
equipment.

Long-Range Activities

Request for Proposals.

Long-range activities include developing the RFP for movers and
considering any specialty aspects such as evaluation of bids, insurance,
and instrument handling associated with the move. Meet with the
appropriate individual who oversees the RFP process before developing an
RFP document. Consider all tasks that need to be performed and when the
move must be completed. A sample Statement of Work (SOW) is
provided for your information in Appendix V.

Warranty Issues.

Check with the manufacturer(s) before moving equipment to ensure that
warranties are not invalidated by a move. Address warranty issues for both
the professional movers and laboratory staff. Develop a list of equipment
that would require the manufacturers' participation in the move and
post-move setup. Allocate funds and set up schedules.

Liability Issues.

Coordinate liability issues. Determine the extent of the laboratory's
responsibility if the move is executed in a certain way. Ensure that
appropriate bonding is in force for all contractors.

Rules of the Game.

Know the financing rules. Meet with the comptroller or agency that
oversees expenditures in the lab's municipality or State. 

Temporary Storage Needs.

Temporary storage needs must be part of long-range planning. Waiting
until too close to the date of the move may mean that temporary facilities
are unavailable.

Specialty Movers.

If specialty movers are needed to handle equipment, build enough time
into the plan to accomplish it on schedule. Keep in mind that there are
different kinds of movers for different sorts of materials. 

Furniture/Equipment/Computers.

For furniture, equipment, and computer systems, decide early in the
process:

o What will be kept?

o What will be refurbished?

o What will be disposed of?

o What will be acquired? (If new supplies will be bought, build in
validation time and money.)

Intermediate Activities

Evaluate Bids and Select Mover(s)/Contractor(s).

Intermediate activities include evaluating bids received in response to the
RFP and selecting movers and other contractors.

Library Considerations.

Consider the weight of boxes when packing library contents. Boxes that
are too heavy may be too difficult to lift. Also consider issues pertinent to
the lab's geographic area and climate. For example, do the books need
fumigation, or do the shelves require earthquake protection? Build in those
kinds of considerations with respect to the library and other items that will
be moved from one building to another.

Update Lab Information.

Build in time to update the laboratory's phone numbers, correspondence,
stationery, business cards, license, and other permits before the move.

Intermediate to Short-Range Activities

Specialty Equipment Coordination.

Intermediate to short-range activity considerations include any specialty
equipment needed to move items from the old building to the new, such as
cranes and forklifts.

Notification of Clients/Users.

Notify lab clients (State's attorney's offices, courts, police agencies) well
ahead of the actual move, just before the move, and immediately following
the move.

Refrigeration Concerns.

Another intermediate to short-range activity that requires lead time is
refrigeration. Build in refrigeration and other ways of preserving fragile or
friable evidence during the move. Transfer refrigerated items to the new
facility quickly. Prior to the transfer, ensure there is power and that
systems are operating in the new facility.

Systems for Filing of Records, Inventory of Materials, Supplies/Restock.

Planning is needed for systems of filing, the inventory of materials, and
supplies and restocking procedures in the new building. Plan so that
people will understand how the system is going to work and build in a
method that will make it work correctly.

Short-Range Activities

Key/Card Assignments.

Short-range planning includes determining key and card access
assignments. Decide who is going to have access to the building and to
which doors.

Parking Concerns.

Where is everybody going to park? Will there be a class system or a
free-for-all? Will parking assignments be based on shift work? Build
parking concerns into the move process.

Assign Work Areas/Office Space.

At first think of work areas generally as the space where forensic
examiners will be assigned. Decide toward the end of the move planning
process exactly who is going to sit where. This can be done with more lead
time, but choosing to give short-term notification to staff can reduce
grievances about personal seating arrangements.

Notification of U.S. Postal Service, Couriers, Utilities.

Notify the U.S. Postal Service, couriers, and other delivery services of the
move, as well as the utility companies. Talk to them about timing of
services such as shutting off power in the old building on time and turning
on power in the new building on time. Cover all billing issues (contractor's
liability versus the laboratory's responsibility) well in advance of the
move.

Electronic/Computer Setups.

More short-range planning is needed for electronic and computer setups.
Ensure that network nodes are working before the move. Then transfer the
electronic/computer equipment and set up the network.

Packing/Moving Materials.

Ensure that all the necessary packing and moving materials are on hand if
the lab is going to do some of its own packing and moving.

Extension Cords.

Have extension cords on hand on moving day. Items may not be placed
exactly as originally directed. 

Training Related to the Move: Safety, Security, Proper Lifting.

Train staff prior to the move on the facility's new systems, on safety and
security issues, and on how to properly lift items.

Determine Facility Hours.

Decide the facility's hours of operation. For example, there may have been
three shifts in the old facility to make adequate use of a small space, and
the new larger facility may allow for either two shifts or one. Determine
when the facility will be open.

Verbal Rehearsal.

Hold a verbal rehearsal of the move. Talk through the process with
everyone involved to familiarize staff with the procedure planned for
moving day. 

Walk Through With Staff and Mover.

Walk through the move process with staff and the movers together.

Test New Facility Systems: Elevator, UPS, Water, Power.

Before occupying the new facility, ensure that building functions such as
elevators, card readers, water systems, and electrical power work. Shut the
power off and ensure the emergency lights come on and backup systems
are operating. Train staff how to operate these systems.

Notification of Normal Vendors and Delivery Schedules.

Notify the lab's normal vendors (for example, compressed gases, food).
Provide vendors proper access to the property and directions on where
they should deliver goods. Know the vendors' delivery schedules and have
receiving people on hand.

Access to Property.

If the new facility is a stand-alone building, determine building hours and
access. If the facility is within a shared building, find out about normal
operating hours and after-hours access.

During the Move Activities

Monitoring the Movers.

Station staff members at the old site to ensure that the movers pick up only
items that are to be moved. Station staff members at the new site to direct
movers on where to bring and place items. Document damage/breakage or
injury to personnel.

Temporary Signs.

Laboratory staff and movers need to know where equipment and materials
are going to go. Prepare temporary signs to direct the movement of
materials into the new facility. Temporary signs can help answer questions
before they are asked.

Alarms.

It is imperative that the alarm/security system is in place and operational at
the time evidence is moved into the new facility. Just before the move,
check the operation and responsiveness of alarm systems for security and
for items such as hood monitors and temperature control. Check these
again after the move. If it is necessary to have people lock up at night,
ensure that it won't set off the building alarm. Check that the alarm works.
Know what constitutes an intrusion and what the reaction is to it. Does the
alarm merely sound, or do people respond? Another issue of
alarm/security is the monitoring by cameras. Will it be done from the first
day? Make sure.

Computer Shake-Out.

Have a good computer shake-out. Try to log some evidence into the new
computer system. Ensure that all the nodes work for report generation and
tracking evidence.

Equipment/Evidence Audits.

Have a clear audit of movement of the lab's equipment and evidence from
the old building to the new one. This is helpful both for the lab director
and to ensure that the contractors do their jobs.

Security Compliance: Restrictions, Tours.

Consider security compliance concerns. Decide how access will be
restricted to lab staff, tour groups, and the general public.

Evidence Transfer Integrity.

The ability to prove integrity of evidence transfer is important. Document
it. Seal the evidence in a box, label it, put it on the truck, and send a person
along with the truck. An armed guard or police escort may be necessary
(for example, with drug evidence). Coordinate this with the county, city,
or State's attorney. It is probably best to get approval in writing of the lab's
moving plan. For refrigerated evidence (rape kits, biological evidence),
leave it in the refrigerator, seal it, put it on the truck, and move it to the
new facility. When it arrives, verify that the seals and the evidence are
intact. 

Train Staff on New Systems.

Training staff on the new building systems is useful. For example, if the
temperature is too hot or too cold staff need to know what to do. They
need to know the person to call, the button to push, and which monitor to
change to correct the situation.

Postmove Activities

Gather Feedback.

After the move, request feedback from staff. Compile a list of problems so
the problems can be corrected. Obtaining feedback from staff should be an
ongoing process. Staff will feel included and the director will receive a
better response if it is a routine and regular practice.

Damage and Breakage.

Identify and list items lost, damaged, or broken during the move and
determine responsibility for repair or replacement.

Conduct Fire Drill/Safety Inspection.

Conduct a fire drill and a safety inspection. Ensure everyone knows the
location of eyewash stations and first aid kits.

Discard Used Moving Materials.

Discard used moving materials quickly. Many movers will take back
boxes and other items. If they do not, the lab is responsible.

Set Up and Verify Operation of Equipment, Method Changes, Tracking
Systems.

Set up and verify the operation of any new equipment. Test new computer
and evidence tracking systems. If the gas chromatograph has been moved,
revalidate it. If work methods have been changed because of the geometry
of a room or the availability of new venting, ensure that the methods are
verified and are operating appropriately. Test gases and water to ensure
they meet specifications.

Introductions/Tours for Media Representatives/Dignitaries and the Staff
Party.

Postmove activities may include tours for the media and dignitaries and a
staff party.

New Facilities Manual.

Create a new facilities manual. This will establish a system that will allow
staff to best use the laboratory and enable a lab director to change policies
carried over from the old facility. The manual can address policies such as:

o Security issues.

o Fire- and/or safety-related issues.

o HVAC controls.

o Building evacuation.

o Placement of personal art, photos, and belongings.

o Smoking.

o Food and drinks.

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REFERENCES

1. Diberardinis, L.J.; Baum, J.S.; First, M.W.; Gatwood, G.T.; Groden, E.;
Seth, A.K. Guidelines for Laboratory Design: Health and Safety
Considerations, 2nd ed.; John Wiley & Sons; New York, 1993.

2. Research Facilities of the Future; Stark, S., Ed.; Annals of the New
York Academy of Sciences, Vol. 735; The New York Academy of
Sciences; New York, 1994. (Note: Copies of this journal are available
from: National Institute of Standards and Technology, Office of Law
Enforcement Standards, Bldg. 225, Rm. A323, Gaithersburg, Maryland
20899.)

3. The Architects Handbook of Professional Practice; American Institute
of Architects, Manual 4, "Documents." (Includes sample documents for
many of the forms of agreement and other documents used during the
construction phase.)

(Note: Additionally, the American Institute of Architects (AIA) publishes
a number of useful brochures, forms, consultant contract forms and even
helpful advice on how to select an architect. While not applicable in all
cases, these could prove helpful as a reference. The AIA published 3 or 4
"Handbooks of Professional Practice," which are available through the
national headquarters in Washington, DC, and/or through contact with
State AIA Chapters.)

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For more information on the National Institute of Justice, please contact:

National Criminal Justice Reference Service
Box 6000
Rockville, MD 20849-6000
800-851-3420
e-mail: askncjrs@ncjrs.org

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You can view or obtain an electronic version of this document from the
NCJRS Justice Information Center World Wide Web site. To access the
World Wide Web site, go to http://www.ncjrs.org

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Other Department of Justice publications noted in this report can be
ordered from NCJRS. Most are available free of charge and most can be
downloaded from the Justice Information Center Web site.

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If you have any questions, call or e-mail NCJRS.