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 TABLE OF CONTENTS

Copyright Information PAGE 2

Introduction PAGE 4

1. Establish Project Pre-Design Team PAGE 5

2. Conduct a Space Needs Analysis PAGE 12

3. Evaluate Facility Options PAGE 20

4. Conduct Site Evaluation PAGE 22

5. Develop Preliminary Project Design and Construction Costs PAGE 24

6. Deliver Design and Construction Services PAGE 25

7. Select an Architect PAGE 27

8. Design the Facility PAGE 28

9. Build the Facility PAGE 39

10. Develop Occupancy Strategy PAGE 41

Endnotes PAGE 49

References PAGE 52
INTRODUCTION

How Interview Rooms Across the Country Look

I recently taught at a newly constructed police department. The architecture was beautiful
featuring a massive open community room. The detective’s work area was equally impressive
with state of the art computer terminals, surveillance monitors and communication system.
However, the interview room was right out of the 1960’s. There was a table in the middle of the
room and the suspect sat on a stainless steel bench bolted to the floor. The investigators’ two
chairs were on the opposite side of the table. Presumably, the suspect’s bench was bolted to the
floor to prevent movement away from the camera’s view (which was mounted in plain sight in
the upper corner of the room). As for the stainless steel finish, perhaps it is easy to clean up after
an intense interrogation. This department, as well as probably many others, needs to catch up
to the 21st century when it comes to designing a room for conducting interviews and
interrogations. 1

WHY YOUR PD NEEDS A 21ST CENTURY INTERVIEW ROOM

Why is this important? The Reid Institute articulates the value of your 21st century
interview room:

“Learning the truth from suspects, victims and witnesses is difficult enough without
creating additional barriers within the room environment. The most important
consideration is that the room should afford the subject privacy. Very simply, it is much
easier to tell the truth to a single person than multiple individuals.

Second, the environment should not remind the subject of the consequences awaiting
him should he decide to tell the truth. After all, trying to avoid these consequences is what
motivates the guilty subject’s deception.” 2

So what does your PD need to do if you are ready to design your 21st Century
Interview room? Let’s go over ten things you need to know to design your interview
room.

1
“JOHN E. REID & ASSOCIATES, INC.” JOHN E. REID & ASSOCIATES, INC. N.p., Mar.-Apr. 2010. Web. 15 Oct. 2015. | 2
Ibid Oct. 2015.

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 1 ESTABLISH PROJECT PRE-DESIGN

The process for designing your police department’s interview rooms will take careful
planning, preparation and execution, but the benefits from having your interview rooms
will far outweigh any challenges you do run into. Trends in digital recording have continued
to show that police departments which fully outfit their buildings with interview rooms and
state-of-the art digital recording equipment like iRecord’s experience faster time-to-trial,
reduced numbers of false confessions, greater efficiencies in file sharing and saving, and
many other advantages.

Imagine how your police department would operate with the following benefits that
digital recording solutions provide:

• Turnkey solution to record, store and play back interviews

• One page recording user manual means that require
NO COMPUTER EXPERIENCE TO OPERATE
• CD / DVD storage media that eliminate all the difficulties associated with storing
cassette or VHS tapes over long periods of time
• Easy-to-implement IT support
• CD / DVD or network storage, which means no more lost interviews
• A system that doesn’t require rewinding or fast-forwarding
• Individually taken notes which remain private to each recording

Once you are ready to start the process, the first step is to set your pre-design team.
iRecord recommends that you follow a clearly articulated plan such as the one we
reference throughout this eBook from the book Police Facility Planning Guidelines, funded
by a grant from the US Department of Justice and sponsored by the International
Association of Chiefs of Police.

The IACP process has developed 18 steps that police departments can follow, 10 of which
we have extracted as the most vital in the process, beginning with Designing Your
Pre-Design Team.

3
“Establish Project Pre-Design Team.” Police Facility Planning Guidelines. Alexandria, VA: International Association of Chiefs of Police, 2002. 9. Print.

PAGE 5
Membership

• Police Project Manager

• Police Staff Representatives
• Ad Hoc Members
• Architects / Consultants
• City Planners, Finance
• Public Works
• Community Members
iRecord works with various covert video / audio cameras and microphones
• Other Government
Representatives 4

Leadership

• Makes all decisions or recommendations

• Consensus is vital to project success

Function

• Directs project and ensures the project’s success through decision-making and
consensus building

Communication

• The importance of a consistent process to communicate to parties is vital

PROJECT PRE-DESIGN TEAM OPERATIONAL OBJECTIVES

“The Project Pre-Design Team provides the avenue through which all major planning,
design, and construction decisions are made. The membership requires diversity and it
influences the community buy-in and overall success of the project. The task of managing
consultants and making decisions on complex and often tedious issues falls to this group.
Once again, it is vital to the success of the project for the police project manager to be
consistent from start to finish and he/she must be a consensus-builder.” 5

4
Ibid 4. Print. | 5
Ibid 10. Print.

PAGE 6
Here are a good list of ways to accomplish this from IACP gathered research:

• Design a facility that addresses the agency’s policing philosophy and supports
current and future space, equipment and technology needs
• Represent all policing agency and community interests equally
• Examine all design documents (working drawings and specifications) in detail to
decrease change orders and reduce errors and omissions
• Implement and provide oversight of transitional-specific planning teams
• Enhance communication to facilitate a mutual understanding of all issues and
points of view
• Operate within budget and on schedule, whenever possible
• Utilize negotiation techniques and flexibility to meet the project’s many
challenges
• Work closely with other departments involved in the project (public works) 6

Role of Architectural Consultants on Pre-Planning

Team Qualified architect / consultants, experienced in design and construction of police /

law enforcement facilities, play a key role on the Pre-Design Team.

Typically, they take the lead in:

1. Conducting site feasibility study

2. Completing a formalized space needs analysis
3. Developing preliminary budget 7

The IACP book provides criteria you should consider as you sift through references of
qualified architectural firms or consultants. In addition to consulting other police
departments for the consultants they have worked with in their own building projects the
IACP recommends considering the following points as you evaluate your possible
candidates:

• Experienced agency (well-structured and proven in law enforcement design)

• Flexibility
• Current, extensive similar project experience
• Positive relationships with contractors

6
Ibid 10. Print. | 7
Ibid 10. Print.

PAGE 7
 • On time, within–budget delivery of projects (last five years of projects
documented)
• Size of firm and years in business
• Listening and teamwork skills
• Creative talent/ strength of ideas
• Pending work schedule. Can they devote the time to your project?
• Personal chemistry/comfort level/ compatibility
• Plan for design process and possible alternatives - a problem-solving approach
• Skilled project team members with substantial law enforcement experience
• Samples of previous studies
• Reference checks 8

What’s the IACP-recommended standardized processes will help facilitate your selection
process. iRecord has found the following to be the most effective in securing the right
people and processes for getting the pre-design planning accomplished:

RFP - Request for Proposals

Bases architect/consultant selection upon a presentation of proposed project scope of

services set forth by a particular firm, using a set of evaluation criteria and scoring sheets.
It also outlines the firm’s qualifications to handle the particular project. Fees are sealed
and not opened until scoring is completed and firms are ranked. Fees are then considered
as part of the final selection process weighed with ability, experience and other selection
criteria. 9

RFQ - Request for Qualifications

Bases architect / consultant selection upon qualifications of a particular firm to perform

the required services, using a set of evaluation criteria and scoring sheets. Once
considered properly qualified, selection can continue or proceed directly into fee
negotiation with the firm considered most qualified, (similar to the RFP process). 10

8
Ibid 11-12. Print. | 9
Ibid 12. Print. | 10
Ibid 12. Print.

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QBS - Qualification Based Selection

Bases architect/consultant selection upon the qualifications of a particular firm using a set
of evaluation criteria and scoring sheets. The emphasis is on matching the qualifications of
firms to the police agency’s needs, rather than comparing one firm to another.

Once the match is made, the agency/municipality negotiates a mutually agreeable scope
of services with that firm. (Brooks Act of 1972 mandates the QBS system be used by the
federal government for procurement of architectural/engineering services on city projects
where some federal money may be included). 11

GSA - General Services Administration

If you are not familiar with the US General Services Administration (GSA) it establishes
long-term government-wide contracts with commercial firms to provide access to millions
of commercial products and services at volume discount pricing. These can be ordered
directly from GSA Schedule contractors or through the GSAAdvantage!® online shopping
and ordering system. 12

For Federal Agency Customers

I work for a federal agency and would like to learn more about ordering procedures and
guidelines.

For State and Local Government Customers

I work for a state or local government agency and would like to learn more about GSA
programs authorized for my use.

For Vendors
I would like to learn how to get on a GSA Schedule to sell my commercial product and/or
service.

US Communities

US Communities is the leading national cooperative purchasing program for K-12 school
districts and higher education, state and local public agencies, nonprofit organizations, and
housing authorities. For more information on the perks of registering click here.

11
Ibid 12. Print. | 12
“GSA Schedules.” GSA Schedules. N.p., n.d. Web 13 Oct. 2015. http://www.gsa.portal/content/197989

PAGE 9
 When it comes to planning the purchase of the equipment that you will outfit your
interview rooms with, a planning decision to consider is buying on the GSA schedule. 13

In fact buying is easier from GSA and US Communities

iRecord is available for purchase on the GSA Schedule. Our GSA contract number is
GS-35F-0126Y. Federal government agencies can buy this product off our GSA schedule.

Some of iRecord customers include:

Homeland Law
DoD, US Army, Private & Govt Medical
Security, Enforcement
US Navy, Intel Universities Facilities
FBI, ICE Agencies

Purchasing iRecord from the GSA contract is very simple. Please refer to our contract
number above or feel free to call us directly to find out more information about the simple
purchasing process.

ESTABLISH COMMUNITY SUPPORT FOR THE PROJECT

It’s not enough to line up your design team and outline your plan for who you will consult
in implementing your plan. You also need to garner support from the community. Why is
this important?

iRecord stands behind establishing community support for your project is critical when it
comes to getting both governing body and taxpayer support.

The IACP book explains that “the techniques used for marketing such a project should be
carefully considered. Educating the community can lead to increased project support.” 14

13
“U.S. COMMUNITIES NATIONAL COOPERATIVE PURCHASING PROGRAM.” Purchasing Cooperative, Government Procurement. N.p., n.d. Web. 13
Oct. 2015 http://www.uscommunities.org/
14
“Establish Project Pre-Design Team.” Police Facility Planning Guidelines. Alexandria, VA: International Association of Chiefs of Police, 2002. 13. Print.

PAGE 10
Consider the way you will market your project and that which strategies you will tap into.
You may “involve educating specific public and private sector organizations, groups and
selected individuals.”

Accordingly, and as the ICAP notes, “it is usually executive management such as a city
manager or chief of police, will handle these high-profile meetings and public relations
events.” 15

As you go through this process, here are key ICAP-collected factors to keep in mind:

• Present at community-oriented policing meetings and other similar public forums

• Plan proactive media attention, such as television coverage and/or newspaper
articles addressing current facility overcrowding, lack of detention space, citizen
access concerns, etc.
• Offer tours to educate participants about an
overcrowded facility
• Publicize positive aspects of possible future
joint-use benefits
• Focus on life cycle cost benefits of a facility
with multipurpose uses
• Highlight community oriented policing
benefits for citizens and employees
• Emphasize the importance of being open to
new ideas
• Utilize a marketing approach to “sell” a
project to constituents, department staff
and taxpayers
iRecord provides digital audio and video systems for
• Acknowledge the importance of effective the recording of law enforcement interviews.

presentation styles
• Stress a Community Service Center Facility concept and the enhanced quality of
life that such a facility will provide
• Attempt to close any gaps between perceptions of the project
• Publicize a facility as a crucial and useful tool to facilitate community oriented
policing 16

15
Ibid 13-14. Print. | 16
Ibid 14. Print.

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 2 CONDUCT A SPACE NEEDS ANALYSIS

Now that you’ve organized your design team, consultants, and gathered the support you
need from the community through your marketing strategies customized to your police
departments’ needs. Next in line is to carefully evaluate both the scope of your project as
well as the preliminary cost estimates. This is accomplished through a space needs
analysis and the IACP recommends should be carried out by ”hiring an experienced
architect/consultant familiar with law enforcement needs is crucial to obtaining a detailed
analysis addressing current and projected space needs.” 17

iRecord recommends you start with a few specific questions such as these:

• What does the atmosphere / environment of an interview room impact a suspect

or witness being interviewed? The investigator should be aware of how the room
will be perceived by a jury viewing a video-taped interrogation.
• Will the room’s appearance raise issues of duress or coercion?
• Where should the interview room be located within a police department? Is there
an optimal place?

The Reid Institute

John E. Reid and Associates began developing interview and interrogation techniques in
1947, techniques which have continued to be recognized around the world. In fact, the
Reid Technique of Interviewing® and Interrogation is now the most widely used approach
to question subjects in the world. The content of our instructional material has continued
to develop and change over the years.

In their article, Designing an Interview / Interrogation Room, Reid experts explain the
following:

“Ideally, an interview room should be placed away from reminders of what the suspect will
face should he or she decide to tell the truth.

17
Ibid. 15. Print

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Just as it is much more difficult for a person to tell the truth if his parent, spouse or
supervisor is present, it is difficult for people to tell the truth when they can hear cell doors
slam or know that the first people they will face once they leave the room will be
co-workers. In a law enforcement setting, the interview room should be away from booking
areas, holding cells and barred jail cells. In the private sector, the room should be removed
from the employee’s work area.” 18

Space Standards

Conducting a space needs analysis means that you will have to take into account in
simplest terms how much space you will need for your project.

The IACP explains the importance determining “square footage allocation per occupant, or
for certain rooms, offices, workstations, etc. These sizes can vary with each project, as
demographics, organizational philosophies, functional needs, and other issues impact
each agency’s needs. While there are some minimum standards set by law, and/or
accreditation agencies as to jail and holding cell sizes (state boards of corrections and
state court requirements) and circulation area standards (Americans with Disabilities Act
and fire codes), there are no absolute standards for offices, workstations, locker sizes, etc.

Each individual agency must examine their needs while keeping in mind the standards
utilized throughout other governmental offices, law enforcement facilities, etc. Harmony
across government agencies is important. Consistency of space allocations across city and
government offices helps with coordination of furniture purchases and simplifies the
moving process between offices and agencies.

When there is standardized room size

and furniture across the jurisdiction
departments, the overall cost to the
city is lower and the effort and
expense to move is dramatically
reduced.” 19

iRecord’s device controls include key turn, missile switch and toggle switch.

18
“JOHN E. REID & ASSOCIATES, INC.” JOHN E. REID & ASSOCIATES, INC. N.p., Mar.-Apr. 2010. Web. 15 Oct. 2015.
19
“Establish Project Pre-Design Team.” Police Facility Planning Guidelines. Alexandraia, VA: International Association of Chiefs of Police, 2002. 15. Print.

PAGE 13
HOW TO PREPARE FOR THE SPACE NEEDS ANALYSIS

Agency Background

The architect/consultant hired as part of the Pre-Design Team to conduct the space needs
analysis must possess a thorough understanding of the client police agency. The following
information gathered in Section 2, Step 8 of the IACP book is critical and must be shared
with the architect/consultant to ensure an accurate analysis:

• Policing philosophy
• Organizational hierarchy and organizational chart
• Current and future department goals
• Jurisdictional strategic plan (mission, goals, objectives)
• Current and future staffing projections
• Department history
• Key personnel to be interviewed
• Arrests/calls-for-service data
• Prevalent types of crime within the jurisdiction
• Data collected from client facility needs questionnaire
• Space needs of the agency by function
(sworn / civilian staff, justice agency staff and citizens / visitors) 20

Existing Facility

“The architect/consultant also must understand the layout of the existing department’s
current facility as well as building codes within the jurisdiction. This information may affect
a recommendation to renovate or expand the current facility. Data gathered on the
current facility and relevant building codes may include:”

• Review updated floor plans of current facility

• Review civic center master plan
• Review zoning, planning and building code issues
• Evaluate technological systems
• Evaluate structural systems
• Evaluate HVAC systems
• Evaluate plumbing system and fire protection

20
Ibid. 16. Print.

PAGE 14
 • Evaluate electrical and telecommunications systems
• Assess environmental deficiencies
• Conduct walk-through of current facility 21

Future Trends

Conducting a needs analysis requires an understanding of future policing trends, as well

as specific department needs and preferences. iRecord stands behind the thorough list
that the IACP compiles of the future trends, technology needs as well as the space analysis
checklist within the book and have shared the majority of those items below.

The architect / consultant must examine future trends and needs such as:

• Legal changes that mandate adult and juvenile arrestee/inmate space needs,
additional evidence storage capacities, space for mandated officer training, etc.
• Planned department growth
• Impact of grant financed programs, task forces, regional enforcement groups
• Identify preliminary adjacency needs for each section and department
• Identify current, future and potential shared uses such as custodial exchange,
public safety use, firing range, classroom training etc.
• Assess parking/vehicle storage needs for police department staff vehicles,
employees, visitors, deliveries, repairs, evidence pick up, police auction space and
ticket sign-off area
• Determine life span of new facility and include associated growth factors into all
calculations

Technology Needs

The rapidly changing information technology environment continues to impact design,

space requirements and equipment specifications for facilities. The following should be
closely scrutinized:

• Size, quantity and location of communications closets and potential for

Emergency Command Post
• Wiring for Emergency Command Post
• Access floors and ceiling heights

21
Ibid. 16. Print.

PAGE 15
 • Larger computer staff and equipment areas
• Computers for training and continuing education
• Forensic and photo labs / darkrooms
• Officer information technology equipment storage needs
• General storage needs for hi-tech gear
• Wire tap rooms and associated equipment
• Satellite uplink-downlink needs
• Hi-tech driving or firearm training areas
• Lobby space for computerized interactive citizen participation
• Teleconferencing areas
• Crime task force computer needs
• Technological needs at firing ranges (computer simulation equipment)
• Proper HVAC and ventilation for electronic / technology equipment and rooms
• Workstation quantity and sizes for additional tech items 22

The following is a checklist of areas gathered within the IACP book which iRecord suggests
as a great checklist to utilize as you conduct your space needs analysis. Though it is
generic in nature, it’s a great starting point and easy to customize to your needs.

Administration

• Chief’s office: restroom, conference room, etc.

• Staff offices and Reception areas
• Professional Standards and Internal Affairs
Secured file storage and personnel records
• Personnel interview and testing rooms
• Legal Advisor office, law library, etc.

Communications / Dispatch

• Dispatch consoles and offices

• Emergency Operations Center
• Break room and restrooms
• Training / briefing room
Examples of interview rooms with iRecord equipment
• Lockers and storage

22
Ibid. 16-17. Print.

PAGE 16
Management Information • Officer counter
• Bicycle storage
• System Planning and research
• Freezer and refrigerator storage
areas
rooms
• Common Facilities Locker rooms
• Video tape storage
with showers and restrooms
• Video / audio tape duplicating areas
• Fitness Center
• Arson storage
• Community Room
• Hold areas for auction or
• Conference rooms
destruction
• Interview rooms
• Office areas
• Lunch rooms / coffee areas
• Safety precaution sinks, restrooms
• General storage rooms
• Automobile storage
• Electrical rooms
• Large item return for citizens
• Communications rooms
• Citizen viewing room
• Janitorial rooms
• Building maintenance storage Crime or Forensic Laboratory
and repair rooms
• Staff office and file areas
• Visitor parking
• Photo processing / imaging areas
• Employee parking
• Evidence processing areas
• Marked and unmarked police
• Ballistics processing areas
vehicle parking
• Special computer needs
• Delivery / load dock area
• Citizen counter
• Vendor repair parking
• Officer counter
• Cart and bicycle parking
• Evidence temporary lockers
• Large trash storage
• Biological drying lockers
• Pneumatic tube systems
• Vehicle examination area
• Restrooms and lounges
• Equipment and photo storage
Evidence areas
• Specialized lab areas
• General evidence storage
• Weapons storage
• Narcotics storage
(special ventilation)
• Evidence lockers - DNA/Biological
storage
• Public counter

PAGE 17
Investigation • Large item booking area
• Radio and shotgun pick up area
• Staff offices
• Supply and uniform pick up area
• Reception areas
• Sleep center
• Secured file storage
• Uniform dry cleaning drop-off /
• Soft interview rooms
return
• Hard interview rooms
• Child abuse interview rooms Records
• Juvenile and suspect restrooms
• Citizen counter
• Gun lockers
• Officer counter
• Wiretap rooms
• General office areas
• Narcotics or money storage areas
• Teletype area
• Undercover locker rooms
• Report copying area
• “Cold” or undercover phone rooms
• Micrographics / optical disk area
• Informant entrance
• Hard copy records storage room
• Briefing room
• Supply storage
• Equipment storage rooms
• Mug / print room Traffic
• Audio / visual tape equipment room
• Polygraph room • General office areas
• Victim ID area (computer graphics) • Citizen counter
• Task force needs • Motorcycle parking
• Line-up and viewing room • Ticket storage
• Accident investigations interview rooms
Patrol • Ticket sign-off parking area

• Briefing / roll call room Training

• Report writing room
• Clothes and equipment lockers • Driving simulator rooms
• Secured sallyport • Firing range and gun cleaning rooms
• Evidenced packaging areas • Training equipment storage rooms
• Hard suspect interview rooms • Ammunition and target storage
• Soft interview rooms • Classrooms Video studio,
• Audio/visual tape equipment duplicating rooms, etc.
• Watch commander offices • Video training viewing areas
• Juvenile holding rooms • Obstacle course areas
• Adult holding rooms • Department weapons storage

PAGE 18
Other General and Specialty Areas
YOUR SPACE NEEDS
• Central supply warehousing area ANALYSIS CHECKLIST
• Main computer and radio equipment rooms
• Computer staff offices and storage Administration

• Specialized computer training rooms Communications / Dispatch

• Fiscal, payroll, purchasing areas
Management Information
• Crime prevention areas
• DARE program needs Evidence
• Surplus uniform and equipment storage
Crime or Forensic Laboratory
• Employee mailboxes
• Trophy and award storage Investigation

• Pay telephones
Patrol
• Vending machines
Record
• Automated teller machine
• Copier, shredder, mailrooms Traffic
• SWAT weapons and ammo storage
Training
• K-9 office and kennel
• Animal control storage and offices Other General & Specialty Areas

• Gun lockers 23

“Since the new facility may be in use for a life span of 20 to 50 or more years, projecting
future growth is an essential part of the space planning stage. Space must be allocated
to anticipate changes in staffing levels, programs, and the changing demographics of the
service population.

While determining future needs is difficult, jurisdictions can sometimes use past history
of change (typically the last 20 years) to estimate future growth. In other locations, recent
and anticipated community development can directly impact the need for increased police
services and required facility space. The results of a space needs analysis should be closely
examined.

These results will determine the size of a facility which usually sets the budgetary limits of
a project. The project team should remain flexible and open to new ideas and changes,
exploring all options for workable space alternatives.” 24

23
Ibid. 17-18. Print. | 24
Ibid. 19. Print.

PAGE 19
 3 EVALUATE FACILITY OPTIONS

There are three primary options that you as a police department have for your new facility.
According to IACP-consulted advisors and consultants, these include: “Renovation of the
existing building, acquisition and adaptation of an existing non-law enforcement facility, or
new construction. Comparing capital and life-cycle costs for each are essential to
determine the most cost-effective use of public funds.”

So which of the following will make sense for your PD?

• Renovate and expand the existing police facility

• Acquire and adapt another existing facility
• Construct a new facility

“The preferred choice is selected as a result of the analysis of each available option’s ability
to meet identified programmatic, functional and space needs. Each option must meet the
criteria established in that jurisdiction. Beyond meeting basic square footage
requirements, examples of facility evaluation criteria” 25 may include the following abilities
as listed in Section 9, step 2 of the IACP book:

• Ability to meet “essential services” of building and structure code requirements

• Ability to deliver the required space identified in the space needs analysis
• Ability to group components for efficient operations (needed adjacencies)
• Ability to provide needed security zoning
• Ability to separate public, staff and prisoner movements
• Ability to achieve desired civic/police facility image
• Ability for future expansion
• Ability to accept new technology systems, furnishings, equipment, etc.
• Adequacy of parking for department and public
• Adequacy of mechanical, electrical and technology support systems
• Ability of this facility option to be accomplished within capital budget constraints
for renovation or new construction

25
Ibid. 19. Print

PAGE 20
 • Ability of facility to support cost-effective operations and reduce long term
life-cycle costs (for example staffing, energy, maintenance)
• Time required for implementation
• Interim relocation needs and related costs
• Facility visibility and accessibility to the public
• Achieve insurance and warranty requirements 26

Renovate and Expand the Existing Facility

If you are considering whether or not to renovate or expand your existing facility, keep in
mind the following feedback collected from among the hundreds of PDs across the nation
which have followed this path:

“[Renovation or expansion of the local PD] is frequently the first option considered. In
many cases, however, the existing facility may be small, deteriorated, or so obsolete that
there is no reasonable ability for it to be adequately improved. In these cases, attention
can immediately move to the next two alternatives: acquisition of another building for
adaptation or the option of new construction.

Existing facilities often fail on the criterion of adequacy of space. In most cases increases in
police services and personnel have not been accompanied by increased space to
support them. It is common for police department staffing and operations to have
expanded significantly along with community growth since the time the existing facility was
built or acquired.

In many cases an existing police facility may provide very little of the total
required space that a detailed space needs analysis, including the application of standards,
finds to be required. The decision to re-use and expand an existing facility may be driven
more by site considerations than the value of the existing structure. The ability to stay at
the existing location eliminates the cost of site acquisition and the existing facility may offer
space that has value in a renovated form.

In many cases, government officials will not consider a new construction project, or
acquisition of an alternative facility, until the inadequacy of the existing building is clearly
demonstrated.” 27

26
Ibid. 19-20. Print. | 27
Ibid. 20. Print.

PAGE 21
 4 CONDUCT SITE EVALUATION

Once you’ve evaluated options for your facility, you are ready to conduct a site evaluation.
iRecord recommendations are in line with the IACPs. It’s critical to give “careful
consideration must be given to the size, location and flexibility of any existing or
potential facility site. Site selection determines the maximum footprint or size of the facility
and must, therefore, meet all space needs requirements. Site location determines
accessibility of police facility to other government staff, the public and police officers.” 28

There are many essential components of site evaluation:

• Cost of land
• Cost of site development
• Size and shape of site
• Potential for multiple uses
• Public access to site (vehicular and pedestrian)
• Visibility and views
• Proximity to other governmental functions
• Response to citizens needs and concerns - a neighborhood context
• Travel and mileage issues
• Positioning of new facility on site
• Security
• Noise and traffic impact
• Expansion possibilities
• Former use of identified land
• Possible ground contamination
• Possibility of locating artifacts during site preparation and excavation
• Zoning
• Utilities / easements
• Topography / geotechnical / soils
• Waterbodies / wetlands / floodplain / storm water control 29

28
Ibid. 24. Print | 29
Ibid. 24-25. Print.

PAGE 22
 THE iRECORD ADVANTAGE

iRecord is the natural choice for interview rooms of all types that require a SIMPLE video and
audio recording solution with very high quality and reliability.

In addition to the “ONE TOUCH” recording controls that are simple and user-friendly, iRecord is designed
to operate without disrupting established operating procedures. Once recorded, the digital media is
stored on smaller, more reliable optical media rather than “bulky” audio or video tapes, ensuring a
complete and accurate recording of excellent quality.

FEATURES
• ONE TOUCH Recording and VHS-style controls
make operation SIMPLE.
• Greater versatility and more time saving features
than an off the shelf DVR.
• Simple “Pie Chart” shows instantly how much space
remains on recorder
• Volume and speed control during playback of a
recording
• Automatic delivery through a LAN or WAN
• Automatically time-and-date stamp user text
annotations that allows user to skip directly to
important parts of interview
• Easily find specific sections of an interview by
searching for specific words or information in
individual recordings

www.iRecord.tv | 1 (800) 806-5339

 5
DEVELOP PRELIMINARY PROJECT
DESIGN AND CONSRUCTION COSTS

At this point your teams are ready to create estimated costs for the facility project costs
and to begin using this information to project costs reliably. This will enable your PD to
generate close-to-accurate numbers for project funding initiatives such as bonds or
government support.

Some of the critical cost-components when developing the preliminary facility bud-
get as noted by the IACP include:

• Site development costs and survey

• Facility costs using space needs as basis
• Related architectural, engineering and construction estimates
• Environmental standards / guidelines
• Stormwater / drainage issues
• Geotechnical evaluation
• Environmental assessment
• Asbestos assessment/abatement (older, existing facilities)
• Landscape / Interior design and furniture
• Contingencies
• Telecommunications systems
• Equipment and Security systems 30

“There are also other elements to be considered to further refine the budget. The quality
of a facility’s systems, such as its chillers and boilers, emergency generators, elevators, etc.,
are not defined at this stage in a planning process so estimates must be made. The quality
levels of engineered systems, equipment, finishes and furnishings can affect the overall
budget substantially. Efforts to broadly define expectations should be undertaken as early
as possible. It is best to use qualified, experienced, and reliable cost estimators to assist in
defining a budget at this time.” 31

30
Ibid. 26-27. Print | 31
Ibid. 26-27. Print.

PAGE 24
 6
DELIVER DESIGN AND
CONSTRUCTION SERVICES

The IACP points out that there are a number of design and construction procurement
options are available to jurisdictions which include—Design-Bid-Build; Design-Build; Fully
Partnered Approach. “It is important to test which methods may serve your organization
and jurisdiction most effectively. Regardless of the choice, it is essential that a strong and
continuous dialogue be maintained between the police planning teams, the architectural
team and the contractor.” 32

DESIGN - BID - BUILD

“Traditionally, the most widely used method to accomplish construction/renovation of a

police facility is the design-bid-build model. The process begins with the planning and
programming phase (to determine facility requirements). Followed by the design phase
(developing the facility plans that respond to these requirements) and ends with the
construction phase (award of contracts and actual construction). In this approach, a very
close dialogue between the police agency and the architect should occurs. The resulting
design is then the basis for the bidding and selection of a contractor to build the facility.” 33

That doesn’t mean you have to choose this option. The other two options in brief entail the
following below.

DESIGN - BUILD

“In this alternative delivery approach, a request for proposal is issued to contractor-
architect teams in which an invitation is made to respond to the jurisdictions needs with
a design proposal and guaranteed construction cost amount. Competitive proposals are
received and evaluated in terms of both their costs and building features.

Under this procurement method there must be strong and continuous dialogue between
the user agency (police department) and the contractor-architect team during project
formulation.

32
Ibid. 29. Print | 33
Ibid. 29. Print.

PAGE 25
The police agency must clearly define its needs up front and continue to maximize input
with the architect/consultant and contractor. The focus here is to ensure that the needs
and standards of the police department are fully articulated and understood. Variations of
design-build approaches can include the preparation by the police agency/owner agency
of a detailed set of building requirements. This can also include a detailed design
development set issued to the design-build teams for further use.” 34

FULLY PARTNERED APPROACH

“In recent years, selected jurisdictions have changed procurement laws to allow (and even
encourage) further alternative building delivery methods. In the fully partnered model, the
jurisdiction selects the whole project team, including the contractor, based on
credentials while stating a fixed budget at the outset. In this approach, the jurisdiction
hires a consultant to perform the space needs analysis, then a site feasibility study.

Once the size of the project is established and the particular needs of a specific site are
established, a reasonable building and project budget is developed. At this point, rather
than selecting a contractor based on low bid, the jurisdiction assembles a comprehensive
team that links the space needs consultant, an architect and the contractor into an
interdependent team. Having the contractor at the table during design eliminates
miscommunication when design is transferred to the contractor. All parties work for a
pre-determined development fee.” 35

In summary, choosing among the three design and construction delivery approaches is a
difficult task with no simple answers.

Jurisdictions can, however, obtain sufficient information to aid in decision-making

by taking the following steps:

• Seek advice from other jurisdictions regarding recent construction by asking

about the design and construction approach used and the degree of its success
• Seek local advice by asking officials about the approach predominantly used in
your jurisdiction
• Review the benefits and deficits of each delivery approach to determine which
approach would best fit your project 36

34
Ibid. 30. Print. | 35
Ibid. 30. Print. | 36
Ibid. 30. Print.

PAGE 26
 7 SELECT AN ARCHITECT

It can be overwhelming to look at the entire process of designing your interview room, but
following this step by step process should simplify it. That being said, selecting your
architectural firm may be one of the more complex tasks with so much riding on the
decision. Here are some good tips to ensure you select the right firm for your PD.

“Selecting the architectural firm to complete the project is a complex task. Smaller local
architects provide a level of familiarity and comfort, as well as a history of completed
regional projects important to any client.

Larger firms, particularly those based in larger cities distant from the client jurisdiction may
bring unparalleled expertise in the law enforcement design arena, but are often entirely
unknown to the client.

Teams that blend local architectural firms with nationally experienced police facility
consultant architects, are a promising option.” 37

Key criteria to consider when selecting an architectural team include:

• Recent experience with law enforcement facility projects

• Experience of proposed project team members
• Good listening and teamwork skills
• Personal chemistry/comfort level
• Flexibility/creativity
• Solid, experienced organization with a good reputation
• Preliminary plan for design process and possible alternatives
• Size of firm and years in business (at least five years)
• Reference checks
• Pending work on other projects (availability) 38

37
Ibid. 31. Print. | 38
Ibid. 31. Print.

PAGE 27
 8 DESIGN THE FACILITY

The design phase of a police facility project typically includes three steps according to the
IACP book. These entail the following:

SCHEMATIC DESIGN CONSTRUCTION DOCUMENTS

In this stage the architectural team The final step is the development of design documents that can be

provides a preliminary design of the facility. used for contractor bidding and building purposes. This step

describes, in sequential order, the actions and decisions that typically

occur and the issues addressed during the design phase of a project.
DESIGN DEVELOPMENT Schematic Design: Preliminary Design/Layout Decisions The product

that results from a formal needs analysis is utilized to guide a project’s

After client approval of the schematic step,
preliminary design. The design must reflect the philosophy of a
design development begins.
department, diversity of activities and future growth needs. 39

In the preliminary design stage, layouts are not highly detailed. During this stage the
architectural team provides the following services to the client:

• Review and verify the program

• Conceptual site plan
• Conceptual building plan iRecord Universe Desktop

• Review / establish schedule and budget

Local Storage:

• Preliminary selection of building

systems and materials 2% Used (1870488 MB free)
Remaining: 29 hours

• Preliminary exterior design Recordings Settings Exit

• Conceptual floor plan

Click to start recording READY

• Preliminary interior elevations This is an example of the iRecord Universe user interface.
• Preliminary building section
• Preliminary equipment list
• Preliminary MEP and FP (engineered systems)
• One major review 40

39
Ibid. 32. Print. | 40
Ibid. 32-33. Print.

PAGE 28
Key issues to consider are:

• Balancing security concerns versus openness to the public

• The role of emerging technology and community policing change the
programmatic needs of a facility
• Established office standards versus design placement issues
• Creative design versus operational reality
• Economies of scale
• Vertical and horizontal adjacencies
• Interior flexibility and furniture systems. Harmonize the system to reduce cost of
warranty and parts
• Department growth
• Potential to “rent” or “charge-back” space as a cost offset
• Police image
• Community policing perspective
• Police employee morale
• Location and scale of community versus scale of building
• Department centralization versus decentralization
• Efficient interior and exterior design
• Specialized services
• Cost of decisions 41

Possible shared uses such as:

• Custodial exchange area
• Fire department physical training areas
• Firing range access for other agencies
• Community room
• Communications
• Courts 42

Keep in mind that the “preliminary design and layout decision phase will greatly impact the
final design of a project. A project manager’s careful planning, comprehensive
understanding, attention to detail and a genuine interest in all facets of design and layout
decisions made at this stage are important to a successful project.” 43

41
Ibid. 33. Print. | 42
Ibid. 33. Print. | 43
Ibid. 33. Print.

PAGE 29
 iRecordUniverse Hardware Installation Guide

Schematic Diagram 1 Room

Camera 2

Camera 1
Room 1

Mic

iRecord Computer
Altronix OR
LAN / Internet Universe Cisco Switch (PoE) Room
Power Supply
Computer

Legend / Key

CAT-5e cable (Camera) ---------> IP Camera --------------------------->

CAT-5e cable (Mic Audio)- -----> Microphone ------------------------>

CAT-5e cable (Mic Power) -----> Device in Computer Room------>

If Picture in Picture is not need then do NOT install camera 2 and its CAT-5e cable.

PAGE 30
 iRecord Universe Hardware Installation Guide

Camera 2 Camera 2
Camera 1 Camera 1
Room 1 Room 2

Mic Mic

iRecord
LAN / Internet CiscoSwitch (PoE) AltronixO R Computer
Universe
Power Supply Room
Computer

Mic Mic

Room 4 Room 3

Camera 1 Camera 1

Camera 2 Camera 2

Legend / Key
CAT- 5e cable (Camera) ---------> IP Camera ----------------------------->

CAT- 5e cable (Mic Audio)

- -----> Microphone -------------------------->

CAT- 5e cable (Mic Power) -----> Device in Computer Room ------>

If Picture in Picture is not need then do NOT install camera 2 and its CAT 5e cable.

PAGE 31
DESIGN DEVELOPMENT

“After the preliminary design and layout stage, the specifics of a project’s drawings,
specifications and details are refined. Detailed design drawings are prepared that will later
evolve into actual construction documents.” 44

Architectural team actions during this step are:

• Refinement / coordination of plans including floor plans, sections and exterior

elevations
• Outline specifications by system and defined key details
• Refinement/coordination of engineered systems
• Review of schedule and budget
• Review at 50% and at completion

Along with re-examining criteria already agreed upon, more refined aspects of a
project need to be considered, such as:

• Technology access
• Infrastructure needs
• Video applications
• Nuts and bolts cabling
• Future needs
• Build in flexibility of rooms, furniture and infrastructure (wiring, cabling)
• Security / Circulation / User safety
• Durability of finishes

Special needs for locating:

• General and dedicated electrical outlets

• Telephone / data jacks
• Light switches (including energy saving switches)
• Intercoms, video cameras, monitors, etc.
• Access system readers and over-ride buttons
• Panic alarm activators
• Paging system and radio speakers 45

44
Ibid. 34. Print. | 45
Ibid. 35. Print.

PAGE 32
SCENARIO TESTING

Ensuring the design you plan will work upon execution means careful scenario testing.
What is scenario testing? The IACP book in Section 4, step 16 explains more:

“Scenario testing is the step by step analysis of how various actions or activities can occur
in the new facility. This practice is highly recommended at this point to ensure design
layouts meet the exact operational need for which it is intended. Police project team
members should examine each document, blueprint, specification and detail applying
scenario testing to insure that the proposed design is effective.” 46

Check for the following:

• Specificity
• Exact location
• Anticipated use
• Durability
• Description
• Listed make/model of acceptable “contractor furnished, contractor installed”
furniture, fixtures and equipment (FF&E)
• Missing or excluded items
• Lack of detail
• Mislabeled items 47

FINAL DECISIONS ON ALL PROJECT DESIGN

The final step is the development of design documents that can be used for
contractor bidding and building purposes. These sealed documents include:

• Architectural documents
• Structural documents
• Site / Site landscaping documents
• Plumbing
• Heating, ventilation, air conditioning (HVAC)
• Electrical
• Project manual including specifications, contracts and bidding requirements 48

46
Ibid. 35. Print. | 47
Ibid. 35. Print. | 48
Ibid. 36. Print.

PAGE 33
During the construction document phase, the architect will also:

• Provide reviews at 50%, 75% and final

• Secure regulatory approvals
• Revise budget if necessary
• Revise schedule if necessary
• Obtain approval to bid
• Provide security system and acoustical design 49

In addition, the following are optional to construction documents list:

• Telecommunications
• Furniture
• Food service requirements

“Whenever possible, changes in design, specifications, or details need to be made prior to

construction documents being completed. In the Design-Bid-Build model, the general
contractors base their submitted bids upon a project’s construction documents. It is vital
that they be detailed and complete. Architectural errors or omissions and design or
owner-elected changes can be very costly to a project and should be minimized.

No individual team member–architect, contractor, or other, has the insight of the police
facility user. A committed Police Internal Planning Team has an opportunity to pore over all
drawings, specifications and details, to ensure that everything meets their needs.

They can imagine the completed area or room in their minds and compare it to the
drawings they are examining. When the two do not match up, changes may be discussed
and made, if warranted. One strategy to ensure that final design documents reflect all user
needs is to create a sign-off sheet for design documents that are filled out by all Unit
Commanders and other key departmental staff.

Once the plans are finalized they become construction documents and at that stage, all
changes become costly. Avoiding design revisions during later construction stages will save
time, money and problems for all concerned.” 50

49
Ibid. 36. Print. | 50
Ibid. 37. Print.

PAGE 34
 What size should an interiew room be? What other construction points should be considered?

CONSTRUCTION

“The interview room should be large enough for three individuals to sit comfortably, but
not so large that the suspect can psychologically escape into the void. A dimension of
8’ x 10’ works well. The walls and ceiling should be well insulated to dampen outside
noises. For the same reason, the door should be made of solid material, but certainly not
resemble a cell door. Unless the room is exclusively used for custodial interviews, it is
recommended not to have a lock on the door. The room should not have any windows to
the outside or interior glass panes. Even if these are covered with drapes, the presence of
windows decreases the desired sense of privacy.” 51

Here are some specific recommendations from the John Reid Institute’s article Designing
an Interview/Interrogation Room:

Floors: “For a floor covering, a short fiber carpet works well in that it absorbs sound and is
easy to vacuum. The walls may be painted a light pastel color, reflecting an office-like
appearance. The room should have its own thermostat and a quiet vent fan, if the
circulation is poor.” 52

Walls: “The walls should be free from distracting art-work and certainly not reinforce
consequences, e.g., a display of police patches from departments across the state or
framed certificates from interviewing and interrogation courses attended. If there is an
adjacent observation room, the two-way mirror should be placed at a height of about five
feet; the subject should not be able to see his own reflection in the mirror when seated.” 53

Art Work: “The preceding describes the three walls visible to the subject. The wall behind
the subject is different. Because it is out of the subject’s constant sight, it may be desirable
to place art work on this wall to give the sense of an office setting. This is particularly
desirable if the interview/interrogation is electronically recorded. The view jurors see
resembles a non-threatening office setting. If the room contains a clock, it should be
placed on this back wall. Suspects are plenty defiant on their own without having a clock
staring them in the face reminding them of how long they have been in the interrogation
room.” 54

51
“JOHN E. REID & ASSOCIATES, INC.” JOHN E. REID & ASSOCIATES, INC. N.p., Mar.-Apr. 2010. Web. 15 Oct. 2015.
52
Ibid. 15 Oct. 2015 | 53
Ibid. 15 Oct. 2015 | 54
Ibid. 15 Oct. 2015

PAGE 35
 What other design features should be considered in designing your interview room?

FURNITURE

The Reid experts share their recommendations for design features you will want to
consider in your design.

The Four Main Items: “The room should contain four pieces of furniture - a writing
surface (desk or table) and three chairs. One of these chairs is for an observer (partner,
parent, union representative, etc.) the other two are for the investigator and the subject.

The subject’s chair should not have arms, which tend to restrict movement, nor a swivel
seat or castors. It should be a basic chair one might find in a waiting room or reception
area. The investigator should sit in a chair similar to the subject’s, certainly not one which
is more comfortable or luxurious. The investigator’s chair in our office has a hinged writing
desk that is brought up for note taking during the interview, but taken down during the
interrogation.” 55

“It is a major error to have any barrier (desk or table) between the investigator and
subject’s chair. A guilty suspect will use that barrier as a shield and he will feel more
confident and protected when lying to the investigator. In addition, the desk or table will
conceal the subject’s lower body movements which are critical for interpreting nonverbal
behavior.

Consequently, the desk or table should be positioned off to the side. The observer’s chair
should be placed behind, and to the side of, the subject’s, perhaps on the other side of
the desk or table. The goal here is to have the observer out of the suspect’s sight, so as to
minimize the violation of privacy represented by having a third person in the room.” 56

The Four
Writing Surface Chair for the Chair for the Chair for the
Main Items In
(Desk or Table) Observer Investigator Subject
Your Room

55
Ibid 15 Oct. 2015 | 56
Ibid 15 Oct. 2015

PAGE 36
 What should your interview room accommodate when it comes to electronic recording equipment?

ELECTRONIC RECORDING

Any newly constructed interview room should be designed to accommodate potential

electronic recording - if it is not already required in your state, eventually it probably will
be. You can click here to learn what laws, statues, and activity is going on state by state
with reference to electronic recording of interviews.

The Reid Institute outlines these basic considerations:

“First, the camera should be positioned to view the subject’s entire body, from head to toe.
Remember that the purpose for the recording is not only to document that the
suspect was properly treated, but also to reveal his emotional and physical well-being.

A problem that is sometimes encountered is that if the investigator sits directly in front of
the subject (which has several benefits), but the investigator’s head may block the camera.
To avoid this, the camera should be placed at a height of about six feet and view the
subject at a slight angle.

Second, any recording device (camera, tape recorder, microphone) should be concealed
and surreptitious (unless otherwise required by law). This can be accomplished by placing
a camera behind a two-way mirror, using a camera lens disguised as a thermostat or
placing a microphone underneath the desk.

Research and experience clearly indicate that it is not the act of electronic recording that
inhibits truth-telling - it is the constant reminder that the session is being recorded or
memorialized that causes guilty suspects to stick with their earlier lies and victims and
witnesses to withhold sensitive or embarrassing information.

The same outcome may occur if an investigator is typing up the suspect’s responses on
a laptop computer during an interview. While we are strong advocates of note-taking
during an interview, and have found several benefits to this practice, the act of key-stroking
data into a memory storage and retrieval device is much more intimidating than a casual
hand-written note.” 57

57
Ibid 15 Oct. 2015

PAGE 37
 What about room environment?

Room environment is an important factor contributing to the success (or failure) of an

interview/interrogation and warrants careful consideration at the designing stage of a new
police department or office suite.

Many investigators are stuck with an existing arrangement, but still have some control over
the room environment. At the very least the investigator should arrange the chairs and
writing surface within the room in such a way as to eliminate barriers and afford privacy.

The investigator who is interacting with the subject should sit directly in front of the
subject. The partner, or any other observer, should be out of the subject’s sight and not be
actively involved in questioning the subject. Finally, any electronic recording device should
also be out of the suspect’s sight.

These images are two examples of how iRecord equipment has been set up in Police Departments. The right image is from Fairbanks PD.

PAGE 38
 9 BUILD THE FACILITY

So what tips will help you accomplish your goals when it comes to building the facility.
These IACP tips from Section 4, step 17 will prepare you for success.

Planning Tips

“One strategy to ensure that final design documents reflect all user needs is to create a
sign-off sheet for design documents that are filled out by all Unit Commanders and other
key departmental staff.

It is vital to hire an experienced and recognized general contractor who has a good track
record of delivering facilities on time, within budget.

Oftentimes, contracts may include financial penalties for delays if a contractor cannot
deliver a project on time per the set construction schedule, or for large cost overruns.
Other contracts may include monetary incentives to contractors who finish a project ahead
of schedule. This is often the case with transportation contracts, as completing a major
road or bridge construction early has a direct affect on commuters.

While not often used as an incentive to complete a police facility ahead of schedule, all of
these incentives and/or penalties are available to jurisdictions who wish to structure their
contract in such a manner. This decision is usually left up to an organization’s top
decision-makers and/or public works director.

Most public projects are competitively bid. The law typically requires an advertisement or
invitation to bid to be published in one or more newspapers. The project architect usually
prepares the advertisement for bid, which includes information such as the project
location, description, type of contract, date, time, location for receiving bids, how to obtain
documents and any other special requirements.

Local laws vary in allowing this method (RFP, RFQ) for public projects. An attorney should
be consulted before using any bidding model or bid language. Once deemed qualified
(generally through documented experience in constructing similar projects of scope and
size, proven record of quality constructions, etc.), bids by pre-qualified contractors are
accepted and a successful bidder is selected.

PAGE 39
The fully partnered approach is especially useful during a construction process, as it
promotes accountability and communication between partners responsible for design and
construction. Owners, designers, construction managers and builders sign a partnership
charter that commit to shared goals. This allows the parties to identify and solve problems
before they occur. It is important for owners to keep in mind that the most costly changes
are those that take place during construction, so it is wise to keep changes to a minimum,
whenever possible.” 58

There are a number of issues relevant to the construction phase that must be attended
to by the jurisdiction. Once construction begins, police departments and their governing
bodies should be aware of and be responsive to the following:

• Communication protocols between owner, architectural team and contractor

• Owner’s construction project controls
• Standard types of field communication and record keeping
(always keep records and signoffs)
• How to handle periodic pay requests
• How to conduct site visits
• How to understand shop drawings and make use of scheduling tools
• How to deal with change orders
• How to deal with periodic changes to regulations and building codes
• How to deal with unforeseen construction field conditions
• What to expect for construction close-out
• Sales tax rebates - some range from 2 to 3%
• Difference between “substantial completion” and “final completion”
• How to incorporate and manage a contingency and testing allowances into the
final construction contract
• Definition of “retainage” and “warranty period” 59

“During construction, architectural and police team members should focus on oversight,
solving design issues confronted during construction, approving submittals and
substitutions, etc. Successful accomplishment of early planning and design steps supports
successful construction. Collaboration on ideas and solutions during construction results
in an even more successful project.” 60

58
“Establish Project Pre-Design Team.” Police Facility Planning Guidelines. Alexandria, VA: International Association of Chiefs of Police, 2002. 37-38 Print.
59
Ibid 38. Print. | 60
Ibid 39. Print.

PAGE 40
 10 DEVELOP OCCUPANCY STRATEGY

For this last step, transitioning into your building, it’s important to not only not overlook the
process but to ensure that staff morale is kept high. Your PD can be successful at
accomplishing this by creating a “clear and well-designed transition to occupancy plan.” 61

Consider the following IACP-based tips from Section 4, step 18 as you develop your plan in
this last stage.

TRANSITION PLANNING

“Transition planning refers to a relocation of personnel, equipment, documents and

furnishings from an old location to a new one. Transition teams are established to ensure
detailed planning takes place, scenarios are tested and a smooth changeover occurs.
It is highly advisable to include a variety of staff representative(s) on all transition teams to
ensure staff buy-in and consensus.” 62

The following IACP list outlines recommended transition teams and their assignments:

Furniture, Fixtures & Equipment

“Manage the purchase and installation of owner’s new FF&E; budgeting, specification
writing, phone/data cabling, data-base creation and warranty file setup.

Move Logistics
Coordinate review of bids from moving companies, establish detailed inventories of what
will and won’t be moved, schedule employee packing seminars, determine scheduled
phases of actual move, oversee movers and employee compliance and timely unpacking.

Orientation & Training

Preparation for groundbreaking ceremony, official opening, monthly employee and
community updates on project’s progress. Coordinate and video tape employee training
on new equipment and procedures. Handle requests from public, politicians, media and
employees for tours and briefings.

61
Ibid 40. Print. | 62
Ibid 40. Print.

PAGE 41
Contracts and Services
Identify and write specifications for new and renewed contracts and services, such as food
service, inmate medical, building maintenance and janitorial, trash and equipment
maintenance. Timelines are crucial to ensure new contracts are awarded at move-in, so
services are not interrupted.

Policies and Procedures

Identify and respond to possible changes due to new facility rules, layout, etc. Usually
encompasses department policies dealing with visitors, handling of inmates/suspects,
security or maintenance issues, etc. Changes in department policies or procedures need
approval and dissemination prior to or during move-in.

Testing & Acceptance

Crucial pre-occupancy testing of all items, such as locks, telephones, electrical outlets,
lights, toilets, showers, furniture (ergonomic features on chairs, keyboards, drawers, etc.),
panic alarms, cameras, etc. Goal is to discover problems prior to move-in and assist with
repairs after move-in.

Resolve All Equipment Purchase/Replacement Issues

A major concern during transition is the installation of 911 phone lines. Some areas will
need to plan three to six months in advance with their local telephone company to assure
on time delivery. It is important to confirm the schedule with the telephone company close
to move-in date.

Occupancy
Most facilities are designed and built for a minimum 20-year occupancy. Furnishings,
fixtures and equipment (FF&E) placed in new facilities need to be durable and functional,
while blending with the aesthetics of a new complex. Funding for new furnishings, fixtures
and equipment can be difficult to obtain, so careful planning is important, attention to
detail is vital and strong specifications are crucial to ensure high quality furnishings are
obtained for the best possible price. Furniture issues can also cause delays as the
transition plan begins.

It is important to determine which furnishings, fixtures and equipment are provided by a

general contractor and which are provided by an owner.

PAGE 42
Most situations fall into one of the following categories:
• Contractor furnished, contractor installed (CFCI)
• Owner furnished, contractor installed (OFCI)
• Owner furnished, owner installed (OFOI)

It is important to note that contractor furnished, contractor installed items are specified by
an architect during a design stage. Years can pass between design and actual occupancy
of a facility. Thus, a technological or ergonomic specification of an item may be out of date
before an owner actually starts using it, especially for items such as security/electronics,
computer hardware or software, chairs and keyboard holders.

Many organizations have a separate purchasing department which handles the bid
solicitations, bid openings and purchase order contracts. It is recommended that a single
member, or perhaps two members of the purchasing department be appointed to handle
all purchases related to a new facility project. This task can be overwhelming, especially if
the FF&E budget is large. Assigning one or two people to work closely with and be
members of, the FF&E Transition Team, is recommended. This procedure promotes
translating the needs of the police department, to the purchasing department. Equipment
purchases should be negotiated with attention to infrastructure, space needs, installation
plan and maintenance issues. Ensure all large suppliers and installers can meet project
deadlines and have experience and references.

CREATE A MOVE-IN STRATEGY

Transitional planning for a move is essential. The creation of a Move-In Logistics Transition
Team is recommended. For larger organizations, a move can be compared to a military
operation.

Groups are moved in by priority with the following factors being considered:

• Dependence upon a working computer system

• Reliance on functional communication system
• Need for access to records
• Obligation for evidence to be secured
• Dependence upon secured suspect holding areas
• Access to citizens

Every detail must be considered, timed and pre-planned, if a move is to be successful.

Acknowledge the psychological stress of moving and change.

PAGE 43
Layout maps of the new facility should be provided to all staff. When employees know the
general layout of a new facility and the location of their workstation or office, the stress of
moving is greatly reduced. Packing seminars can help streamline the moving process and
greatly reduce employee concerns. Ensure that communication takes place as to what will
and what will not be moved to a new facility. Inventory listings are a good way of
documenting what will be moving and when. Ascertain what special current equipment
requires vendor disassembly, moving and re-assembly, due to warranty concerns.
Establish a “lost and found” for items misplaced during a move.

Encourage an appearance of organization and “back to business” as soon as possible.

Set dates for unpacking and ensure staff adhere to them. Establish packing box drop off
points for empty cartons and have a member circulate daily to remove empty boxes from
hallways, storage closets, workstations, etc.” 63

Organizations that move themselves usually regret their decision. Some important
considerations to include in this decision are:

• Possible employee injuries

• Down time
• Unprofessional appearance
• Employee confrontations
• Damage to the new facility
• Overall confusion
• Delay to moving schedules 64

Inefficient use of elevators:

• Blockage of loading/unloading
staging areas
• Driveways blocked due to quantity This is an example of what the iRecord system and equipment
looks like when set up in Child Advocacy Centers
of vehicles on scene (Patticake House on left, Tuscaloosa Children’s Center on right)

• Lack of moving equipment and

elevator access
• Employee reluctance to move heavier items 65

63
Ibid 40-43. Print. | 64
Ibid 43. Print. | 65
Ibid 43. Print.

PAGE 44
CONDUCT EXTENSIVE PRE-OCCUPANCY TESTING, TRAINING AND
STAFF ORIENTATION

“Extensive pre-occupancy testing, commissioning, training and staff orientation should

begin during the last months of construction. All transition teams should be working at
full speed. The police project manager will be inundated with details and decisions. Strong
organization skills, leadership, time management and stress reduction expertise will be
required during this fast paced stage.” 66

“Testing and Acceptance Transition Team members should be testing everything from
plumbing to electrical systems, security systems to furniture systems. It is important to
clear all testing with the architectural team to avoid liability, personal injury and concerns
over damage created by the owner. The more detailed the testing that takes place, the
more assurances a project manager will have that a facility is ready for occupancy.

Running through scenarios, such as a panic alarm activation or a loading dock delivery can
ensure that all facets of these situations were considered and included in the design and
furnishings. Staging other scenarios, such as an officer delivering a suspect to a holding
room and conducting a taped interview or simulating the preparation and delivery of food
from the holding cell kitchen to an inmate in their cell, can identify equipment that isn’t
working properly and ineffective procedures.

Scenarios are useful tools to test the performance of elevators, security door locks,
intercoms, audio/video recording equipment, gun lockers, etc. With scenario testing,
potential problems can be identified, documented and repaired prior to move-in and
within product warranties.

Unlike scenario-testing, commissioning is the thorough test of a system (HVAC, security,

video) from A-to-Z. Depending on the time of year that you occupy the facility, one may
only be able to test the HVAC cooling aspect of the system. So a contract should require
that the HVAC contractor come back one month prior and during the heating months to
commission the system.

This process includes system setup, training, operation and maintenance schedules, spare
parts and system testing during normal and adverse conditions.

66
Ibid 43. Print.

PAGE 45
Besides testing contractor installed items, this period of time allows for thorough
examination of other items provided by an owner, such as combination and keyed locks,
telephone systems, office equipment such as copiers, typewriters, furniture lighting and
ergonomic features, etc. Verifying that everything works well assures a smoother transition
during move-in.

Training needs to be conducted for personnel who will be using new pieces of equipment,
such as laboratory fume hoods, automated shelving systems, loading dock levelers, vehicle
lifts, etc. Building maintenance personnel will require many hours of detailed training on all
new facility systems. It is recommended that training sessions of this type be video
recorded and maintained in a training library.” 67

CONDUCT EXTENSIVE PRE-OCCUPANCY PUBLIC RELATIONS EVENTS

“The completion of a new building is a significant public relations opportunity for any
jurisdiction or department. Use the attention wisely but ensure an extensive facility check
is made prior to any event. Consider the following public relations opportunities which can
be used as a “shake down” of a facility’s access, traffic flow, adaptive use of space, lighting
and equipment testing.” 68

Open Media Media

Reception Tours
Houses Releases Tours

“Employee public relations are important too. Smaller sectional tours are recommended
to offer a more personal approach to future facility occupants. The tours should assist in
familiarizing everyone with their new office space, overall building layout, etc.

Some jurisdictions use moving into a new or remodeled facility as an opportunity to evoke
department pride by taking a departmental staff photograph in the new facility. This
move-in event can be an exceptional and memorable event for the entire organization.

Another pre-occupancy public relations responsibility is to determine the quantity, design

and location of any facility project recognition plaques.

67
Ibid 43-44. Print. | 68
Ibid 44. Print.

PAGE 46
These decisions are not easily made because they can be politically sensitive. In any case,
gain approval of identity, correct spelling/correct titles, order and placement of any names
associated with the plaques. Also, ensure all plaques are ordered in a timely manner and
are delivered and installed according to schedule.

COMMONLY FORGOTTEN ITEMS

Frequently, general contractors are not completely finished with a project when the
occupants move-in. There are always areas or equipment that are included on a “punch
list” (items noted during the final walk-through by the owner that require repair, touchup,
etc.). Many times, owners will move into facility with many items pending. The contractor
will remain on site or return on a daily basis to fix some or all of the items. Completion
could take months (or years in exceptional cases). The police project manager must
maintain continued contact with the contractor to ensure the work is completed.

Since the workload of a police project team greatly increases at the later stages of a
project, many areas can be overlooked or forgotten. The following list can identify potential
problem areas.” 69

Occupancy Check
“Ensure a facility’s infrastructure is prepared for occupancy. Remember to order, stock
and distribute all necessary items, such as paper towels, hand soap, toilet paper, janitorial
cleaning equipment and chemicals.

Keys
Coordinate a systematic approach to the facility’s many keys. Inventory, tag, issue,
duplicate and secure all keys (doors, furniture, files, restroom accessories, clothes lockers,
mailbox, gun locker, cells, alarmed emergency exits, access system over-ride keys,
mechanical equipment ignitions or locks, electrical panels, elevator keys, safes, etc.)

Warranty Files
Ensure warranty information files, sometimes called Operations and Maintenance
Manuals, are set up and maintained. Decide who will keep equipment maintenance
warranty information, furniture warranties, etc.

69
Ibid 44-45. Print.

PAGE 47
Phone Restriction Considerations
Placing certain restrictions on telephones is often overlooked. Some phone systems allow
for restrictions to be placed on phones to limit calling locations. Phone abuse by staff or
contracted employees, usually within certain areas such as a locker room or conference
room, usually cause restrictions to be placed on phones.

Door Locks and Keying System

Door locks and an associated master keying system needs to be dealt with prior to the
move and should be re-assessed once occupancy takes place. Changes are usually needed
after move-in. Staff’s desire and need for privacy will have to be dealt with so that attitudes
remain positive and work assignment time lines can be kept. Security issues concerning
individual and group access to certain areas will need to be assessed and dealt with in a
timely manner.

Hot Line
Establish a phone number “hot line” or circulate repair forms where employees can report
furniture, phone or equipment problems that can be addressed quickly by Testing and
Acceptance Transition Team members.

Maintenance Issues
Address maintenance issues such as janitorial, steam cleaning, rodent control, trash
dumpster pick-up, chemical storage, maintenance contracts for items after warranty, etc.

Signage
Facilitate signage needs for the following: deliveries, overhead clearances, after-hours
phone use, lobby hours, visitor protocol, room identity, kiosks, parking, intercom use,
general directories, legal rights of arrested individuals, etc.

Tours
Coordinate general post-occupancy tours for VIP’s, project architects, other visiting public
safety agencies, etc.” 70

70
Ibid 45. Print.

PAGE 48
ENDNOTES

1
“JOHN E. REID & ASSOCIATES, INC.” JOHN E. REID & ASSOCIATES, INC. N.p., Mar.-Apr.
2010. Web. 15 Oct. 2015.
2
Ibid Oct. 2015.

3
“Establish Project Pre-Design Team.” Police Facility Planning Guidelines. Alexandria, VA:
International Association of Chiefs of Police, 2002. 9. Print.
4
Ibid 4. Print.
5
Ibid 10. Print.
6
Ibid 10. Print.
7
Ibid 11. Print.
8
Ibid 11-12. Print.
9
Ibid 12. Print.
10
Ibid 12. Print.
11
Ibid 12. Print.

12
“GSA Schedules.” GSA Schedules. N.p., n.d. Web 13 Oct. 2015.
http://www.gsa.portal/content/ 197989.

13
“U.S. COMMUNITIES NATIONAL COOPERATIVE PURCHASING PROGRAM.” Purchasing
Cooperative, Government Procurement. N.p., n.d. Web. 13 Oct. 2015
http://www. uscommunities.org/.

14
“Establish Project Pre-Design Team.” Police Facility Planning Guidelines. Alexandria, VA:
International Association of Chiefs of Police, 2002. 13. Print.
15
Ibid 13-14. Print
16
Ibid. 14. Print
17
Ibid. 15. Print

18
“JOHN E. REID & ASSOCIATES, INC.” JOHN E. REID & ASSOCIATES, INC. N.p., Mar.-Apr.
2010. Web. 15 Oct. 2015.

PAGE 49
19
“Establish Project Pre-Design Team.” Police Facility Planning Guidelines. Alexandraia, VA:
International Association of Chiefs of Police, 2002. 15. Print.
20
Ibid. 16. Print.
21
Ibid 16. Print.
22
Ibid. 16-17. Print.
23
Ibid. 17-18. Print.
24
Ibid 19. Print.
25
Ibid 19. Print.
26
Ibid 19-20. Print.
27
Ibid 20. Print.
28
Ibid 24. Print.
29
Ibid 24-25. Print.
30
Ibid 26-27. Print.
31
Ibid 26-27. Print.
32
Ibid 29. Print.
33
Ibid 29. Print.
34
Ibid 30. Print.
35
Ibid 30. Print.
36
Ibid 30. Print.
37
Ibid 31. Print.
38
Ibid 31. Print.
39
Ibid 32. Print.
40
Ibid 32-33. Print.
41
Ibid. 33. Print.
42
Ibid 33. Print.
43
Ibid. 33. Print.
44
Ibid. 34. Print.
45
Ibid 34. Print.
46
Ibid 35. Print.
47
Ibid 35. Print.

PAGE 50
48
Ibid 36. Print.
49
Ibid 36. Print.
50
Ibid 37. Print.

51
“JOHN E. REID & ASSOCIATES, INC.” JOHN E. REID & ASSOCIATES, INC. N.p., Mar.-Apr.
2010. Web. 15 Oct. 2015.
52
Ibid 15 Oct. 2015
53
Ibid 15 Oct. 2015
54
Ibid 15 Oct. 2015
55
Ibid 15 Oct. 2015
56
Ibid 15 Oct. 2015
57
Ibid 15 Oct. 2015

58
“Establish Project Pre-Design Team.” Police Facility Planning Guidelines. Alexandria, VA:
International Association of Chiefs of Police, 2002. 37-38. Print.
59
Ibid 38. Print.
60
Ibid. 39. Print.
61
Ibid 40. Print.
62
Ibid 40. Print.
63
Ibid 40-43. Print.
64
Ibid 43. Print.
65
Ibid 43. Print.
66
Ibid 43. Print.
67
Ibid 43-44. Print.
68
Ibid. 44. Print.
69
Ibid. 44-45. Print.

PAGE 51
REFERENCES

Police Facility Planning Guidelines. Alexandria, VA: International Association of Chiefs of

Police, 2002. Police Facility Planning Guidelines Desk Reference for Law Enforcement
Executives. International Association of Chiefs of Police. Web. 15 Sept. 2015.
http://www.theiacp.org/Portals/0/pdfs/Publications/ACF2F3D.pdf

Designing an Interview Room. March-April 2010. The Reid Institute. Web. 15 Oct. 2015
http://www.reid.com/educational_info/r_tips.html?serial=126762771897994&print=%5B-
print%5D Copyright and Permissions Statement: The Investigator Tips in this eBook were
developed by John E. Reid and Associates Inc. 800-255-5747 / www.reid.com. Inquiries
regarding Investigator Tips should be directed to Janet Finnerty [email protected].

“U.S. COMMUNITIES NATIONAL COOPERATIVE PURCHASING PROGRAM. “Purchasing

Cooperative, Government Procurement. N.p., n.d. Web. 13. Oct. 2015.
http://www.uscommunities.org/.

“GSA Schedules.” GSA Schedules. N.p., n.d. Web. 13 Oct. 2015.

http://www.gsa.gov/porta/content/197989.

PAGE 52
 THE iRECORD ADVANTAGE

iRecord is the natural choice for interview rooms of all types that require a SIMPLE video and
audio recording solution with very high quality and reliability.

In addition to the “ONE TOUCH” recording controls that are simple and user-friendly, iRecord is designed
to operate without disrupting established operating procedures. Once recorded, the digital media is
stored on smaller, more reliable optical media rather than “bulky” audio or video tapes, ensuring a
complete and accurate recording of excellent quality.

FEATURES
• ONE TOUCH Recording and VHS-style controls
make operation SIMPLE.
• Greater versatility and more time saving features
than an off the shelf DVR.
• Simple “Pie Chart” shows instantly how much space
remains on recorder
• Volume and speed control during playback of a
recording
• Automatic delivery through a LAN or WAN
• Automatically time-and-date stamp user text
annotations that allows user to skip directly to
important parts of interview
• Easily find specific sections of an interview by
searching for specific words or information in
individual recordings

www.iRecord.tv | 1 (800) 806-5339