Most Wanted: Answers to Facility Issues: Justifying a New Forensic Facility
By: Ken Mohr
Issue: Dec. 2006/Jan. 2007
Untitled Document
A needs assessment provides a data-driven understanding of factors that must
be considered to determine, at the beginning, the appropriate and cost effective
direction for your new forensic facility. A perfect way to assess your current
situation, a needs assessment develops consensus with the owners, users, and
staff. It is the first step to programming, planning, designing, and constructing
your project. It answers the big picture questions:
• Why is the forensic
lab facility needed?
• What spaces should be included in the facility?
• How big should the facility
be?
• How much will it cost?
This article is the first of a two part series. The objective is not only
to thoroughly convey the true advantage of a needs assessment, but prepare
you
for the question “Why do you need a new facility?” Parts of the
text within the article are intended to be used as the ground work for your
organization’s
justification letter to your superiors. The purpose of the letter is to depict
your need for a new facility and open the door for a needs assessment.
A needs assessment is a collaborative process involving representatives from
the agency, forensic laboratory specialists, and city, county, and/or state
peers. In a 12 to 24 week duration, the process starts by gathering and reviewing
existing data. For example:
•Organizational structure identifying staff
and position
• Growth projections, 10 to 20 to even 30 years out
• Mission,
scope, and objectives for the project
• Functions and operations of current
departments and sections
• Needs of the lab’s client base
• Current
backlog
• Quantity and type of long-term evidence storage
• Proposed
site(s) for the new facility or areas for renovation
• Any ASCLD/LAB
or N.A.M.E. accreditation; and ISO 17025 issues
The next step involves conducting
team meetings, tours, and interviews. After that effort is complete, all of
the data is analyzed and details are mapped out. This entails:
•Space
program by section
• Net square feet, grossing factor, and gross square
feet
• Number of occupants per space
• Critical paths and scientific
workflows
• Space adjacencies and critical factors
• Conceptual
building diagram and construction cost model
From the comprehensive process
used to analyze data, a draft document is developed. After the draft document
is thoroughly reviewed and revised, the needs assessment is finalized and
a detailed report is presented. A needs assessment, combined with a design
program,
documents the requirements for the new facility and guides the design process.
DEVELOPING A CASE FOR A NEW FACILITY
The case you develop is a statement of where you are, where you need to be, and
most importantly, “why.” Use the following steps as an outline:
•Start
by identifying the mission and objectives of your current operation with an
emphasis on what is needed and why.
•
Identify your new missions and objectives of your future operations.
•Tell
Your Story
•Understand current staff and future growth
In your justification
letter or during conversations with your superiors, use every opportunity to
highlight the condition of your existing space. Begin this by telling the story
of your current facility. While you’re developing your agency’s story
keep in mind your main goal of answering the question “Why do you need
a new facility?”
Harold Messler, Manager-Criminalistics of the St. Louis
Police Forensic Laboratory, was approached by his superiors to define why
their agency needed a new facility. He responded by concentrating on the existing
space first. Messler said, “ASCLD/LAB requirements dictate certain policies
that must be met to insure the integrity of our work. Adequate space, segregation
of activities, and sufficient infrastructure are addressed within these policies.
We risk losing our ASCLD/LAB accreditation by not having a facility that would
stand up to inspection.”
Draw attention to staff changes within your
agency. Collect historical data to benchmark where you have been, indicate
where you are today, and where your agency plans to be in the future. Within
most forensic laboratories today, the historic view will not reflect the
actual need for today or tomorrow. The only reason to address it is to show
how little
things have changed over several years despite the desperate need.
Keep in
mind you are not just looking at staffing numbers, but the positions and
type of staff. The typical CSI or Crim-inalist is no longer a retired police
officer
or officer hurt in the line of duty looking for that cushy desk job. Now
it is a four to six year college graduate with a degree in chemistry, biology,
or forensics. What will keep the educated, trained, and experienced staff around
for another ten years? In projecting for the future, it is important to talk
about recruitment and retention.
As you gather your thoughts and prepare your justification letter for a new
facility, remember you are answering the question “Why?” This
first step opens the door and lays the foundation for a needs assessment.
When a needs assessment is preformed by experienced forensic laboratory design
professionals, the comprehensive tool helps you move to step two: building
support and obtaining financial resources.
DEVELOPING YOUR CASE
The following text is intended to serve as an example for your agency
as you develop your case for a new forensic facility.
Current Departments and Technology: The Forensic Laboratory is currently
composed of a group of eight specialized laboratory units. Each unit
conducts highly specialized analyses of evidence submitted by law enforcement
officials
and investigators. Collectively, their purpose is to assist with the
collection of evidence at crime scenes, conduct specific scientific
examination, and
analysis of evidence to determine if there are sufficient scientific
facts to support accusations of wrongdoing and provide expert courtroom
testimony
when needed. The laboratory is not suitable for the additional new responsibilities
involving terrorism related incidents and responding to threats from
Weapons of Mass Destruction (WMD). The seven current laboratory units
are: Trace
Analysis, Firearms and Toolmarks, Controlled Substance, Latent Print
Processing and Comparison, Arson Analysis, Crime Scene Investigation,
and Photography.
This should be followed with a brief description of each unit.
New Departments and Technology: In addition to these Forensic Laboratory
Units explained above, two more are required to further the success of
the agency and bring a higher level of piece of mind to the surrounding
community.
Forensic Biology and DNA Unit
The scientists in this unit perform highly sensitive forensic identification
to assist in violent and sexual crime investigations. The DNA Unit
will often forward biological residues recovered and examined by the
Forensic
Biology Unit. The results of our DNA tests will either exonerate
or strongly implicate suspects through the comparison of DNA profiles
from
crime
scene evidence. Such evidence includes, but is not limited to: blood,
seminal fluid, and hair roots. There are two primary sources of known
DNA profiles used in comparison with evidentiary stains. The first
comes directly from suspects and victims involved with a particular
case and the second from the CODIS database. The DNA Unit would also
identify human remains in the aftermath of terrorism related incidents
and trace amounts of DNA. CODIS Unit
The Combined DNA Identification System (CODIS) Unit is responsible
for implementation of the DNA Databank program in compliance with
new legislation. This Unit schedules and performs the collection
of blood samples from convicted offenders, coordinates testing,
uploading results of DNA profiles to both the State and National DNA
Index
Systems (SDIS and NDIS), and facilitates automated searches of
unsolved or cold cases in CODIS. This Unit is also poised to receive
federal
grant funding in an effort to reduce our case backlog and cold
case files.
In 1995 the Agency moved its forensic laboratory out of an aging building
and into a renovated elementary school (office building, jail, which ever).
This move was necessary for numerous reasons, but was intended as the first
step to modernize the forensics laboratory. Although this facility was
a clear step above the old laboratory, it no longer meets today's space
and capacity requirements for forensic, bioscience (such as DNA), or certain
basic environmental needs of a modern forensic laboratory.
The laboratory
has reached the limits of the current facility’s infrastructure
services. Electrical service has reached maximum capacity as well as
the limitations
to the amount of stable electrical power coming in from the street. Although
the HVAC system was renovated in 1995 to accommodate our move into the
facility, the system is not able to keep temperature and relative humidity
requirements at a constant level during extreme high and low weather.
We are losing evidence and evidentiary analysis during these extreme
weather conditions.
The forensic laboratory design team will focus on
laboratory industry standards for floor plate organization, net square
feet to gross square feet ratios, and material selection maintaining
clean ability and durability over time. They will adhere to and apply
the standards for forensic laboratory design that are recommended by
the U.S. Department of Justice, Office of Justice Programs, and National
Institute of Justice’s research report entitled "Forensic
Laboratories: Handbook for Facility Planning, Design, Construction, and
Moving.” The new (or renovated) laboratory will conform to all
standards that are required for accreditation by the American Society
of Crime Laboratory Directors (ASCLD)/Laboratory Accreditation Board
and health and safety considerations for a modern forensics laboratory.
The number of personnel assigned to the Forensic Laboratory has more
than doubled since its opening in 1995. Although a second shift has
been added, administrative, bench, and evidence storage space is at
a premium.
Few, if any, chemists have a workstation assigned exclusively to one
person; bench space is at full capacity; and evidence storage for long-term
holding is nearing its space limits. The facility is overcrowded and
is becoming unsafe. Hallways are filled with refrigerators and freezers.
Filing cabinets block the exit ways used in case of a fire.
The typical
case profile has changed the need for staff. The DNA Testing Unit
is a perfect example. In 1999, the forensic DNA Testing Unit was opened
in our existing facility but the capacity only meets about 25% of the community’s
current needs. This would still be true if the DNA Unit was fully staffed.
Case demands by prosecutors and investigators are expected to double in
the next 5-10 years. This projection is based on the fact that juries,
prosecutors, and investigators have come to expect DNA testing in virtually
all cases where biological residues are transferred. With the benefits
of advanced sensitive DNA tests and CODIS, testing unsolved cases without
identified suspects often leads to resolution.
The Forensic Laboratory
serves 2,000 sworn members of the local police force. The law enforcement
agency serves a population of approximately 2,250,000 people.
With these
demographics one can start to extrapolate potential staffing: one sworn
officer for every 1,000 people; 2,250,000 people divided by 1,000 equals
2,250 sworn officers. ASCLD suggests one forensic examiner/analyst can
serve 40 to 60 sworn officers. Within our agency, this recommends that
the total number of forensic examiner/analyst staff for the state would
range between 38 and 57. Additional staffing for investigators, evidence
control, quality assurance, and administration is above and beyond this
staffing of forensic examiners/analysts.
Our forensic laboratory currently has 22 civilians, with five additional
hires starting in FY06. Of those, 18 are examiners/analysts. These numbers
do not include the sworn officers that perform crime scene and latent
print work. This presents 12 additional examiners/analysts, totaling
30 crim-inalist
examiners. We, like most labs, are phasing out the sworn staff and replacing
or converting them to civilian staff. This is not a simple task because
it involves changing their attitude and outlook of forensic science and
the agency they work for.
Ken Mohr is a Principal and Sr. Forensic Laboratory Planner with Crime Lab
Design, which provides full A/E services for forensic and medical examiner
facilities. His 19 years of experience with advanced laboratories includes
4 million square feet of forensic facilities. www.crimelabdesign.com.