Laboratory Facility

Construction and Major

Renovations Guidelines

MAY 2019

®
Acknowledgments
APHL would like to thank the following for their participation in assembling this Guide:

Project Lead: Warren J. Hendrickson, AIA LEED AP, BD+C

APHL Global Health Committee Members:

• Sanjib Bhattacharyya, PhD
• May Chu, PhD
• Frances Downes, PhD
• Romesh Gautom, PhD
• Haynes Sheppard, PhD
• Katlyn Wainwright, PhD

APHL:
• Scott Becker, MS
• Eric Blank, DrPH
• Palmira Mangae
• Lucy Maryogo-Robinson, MPH
• Deborah Odegbile
• Ralph Timperi, MPH

HDR:
• Rachel Coffee
• Diane Dowgielewicz
• Lou Ann Bunker Hellmich
• Jeffery Minton
• Mike Mottet
• Greg Wells

Other Contributors:
• Paul Jankauskas, MS, MBA, Consultant
• Terry Williams, Washington State Public Health Laboratory

On the cover: The National Health Laboratory Services building, Uganda

Table of Contents
Introduction...............................................................................4 5.5 The Design Process..................................................... 18
5.6 Biosafety and Biosecurity........................................... 19
1.0 The Big Picture: Vision and Mission.................................5
5.7 Cost Estimate.............................................................. 19
1.1 Vision...............................................................................5
5.8 Assembly of the Basis Of Design (BOD)..................... 19
1.2 Mission............................................................................5
1.3 Laboratory Assessment.................................................6 6.0 Buy-In............................................................................... 21
1.4 Develop Problem Statement..........................................6 6.1 Project Charter............................................................. 21
6.2 Business Case............................................................. 21
2.0 Program Planning..............................................................7
2.1 Programming..................................................................7 7.0 In-Country Design and Contractor Selection................ 22
2.2 Master Planning.............................................................8 7.1 Design and Construction Methodologies................... 22
2.3 Workforce Staffing Plan.................................................8 7.2 Procurement Strategies.............................................. 22
2.4 Budget Estimate.............................................................9 7.3 Selection Process........................................................ 23
7.4 Specialty Consultants.................................................. 24
3.0 Project Team.................................................................... 10
3.1 Laboratory Design Working Groups........................... 10 8.0 Documents for Construction.......................................... 25
3.2 Core Team.................................................................... 10 8.1 Final Documents for Construction............................. 25
3.3 Steering Committee.................................................... 10 8.2 Final Specifications..................................................... 26
3.4 External Laboratory Design Team ............................. 11 8.3 Final Construction Budget.......................................... 26

4.0 Principles of Laboratory Design..................................... 12 9.0 Construction and Oversight............................................ 27

4.1 Risk-Based Design Decisions..................................... 12 9.1 Construction Oversight................................................ 27
4.2 International Best Practices....................................... 13 9.2 Commissioning............................................................ 27
4.3 Laboratory Design Fundamentals.............................. 13 9.3 Move-In........................................................................ 29
4.4 Biosafety and Biosecurity........................................... 14
10.0 Operations & Maintenance.......................................... 30
5.0 Advancing Concept Development.................................. 16 10.1 Operations & Maintenance...................................... 30
5.1 Risk Assessment......................................................... 16 10.2 Budget....................................................................... 32
5.2 Protocol Mapping.........................................................17 10.3 Facility Management................................................ 32
5.3 Functional Requirements............................................17
5.4 Inventory Chemicals, Equipment, Waste................... 18 Appendix A: Laboratory Design Checklist.......................... 33
Introduction
Designing a laboratory to address the unique needs of a given area or region is a multi-faceted process with many different
things to consider—safety, security, efficiency, cost-effectiveness, current research needs, future research needs, operating
standards, etc. The list goes on and on. Approaching the lab design process in an organized and thorough manner can give
laboratory teams confidence that they are getting the best outcome for their efforts.

This guide is meant to provide a general overview on some of the core activities included in the lab design process. The
information provided should help laboratory teams walk through the design process and implement the activities that will help
make the laboratory a success - not just in design, but also in operations.

This guide does not address the details and technical requirements behind good laboratory design, nor does it provide
information specific to different lab types. Laboratory teams embarking on a new lab design or lab renovation should
supplement the use of this guide with additional resources—such as local or lab-specific standards—and input and guidance
from appropriate experts.

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1.0 The Big Picture: Vision and Mission
GOAL: Every laboratory needs a clear idea of its purpose, goals and aspirations. Articulation of this idea is achieved by
establishing vision and mission statements for a major renovation or new construction. Vision and mission are related to each
other much like cause and effect. A vision statement is a broad, future-oriented view of how the laboratory will impact the
greater community it serves. A mission is how the vision will be realized. In other words, the vision is the destination, while
the mission is the path to reach it. A thorough assessment of the existing conditions, operations and problems is essential in
planning for facility improvements needed to support the strategic vision and mission of the laboratory.

1.1 Vision
A laboratory’s vision expresses its purpose and reason for being. It provides inspiration and a framework of values that define its
culture, identity and brand. In a sense, a laboratory’s vision is its DNA and its values are the genes that form that vision (DNA).

A laboratory’s vision should express the image and identity the institution wants to portray to the public, to its peers in the
profession and to its own personnel. It should describe desired synergies that address connectivity, collaboration and the team
environment and address values related to cost appropriateness and sustainability. The vision statement looks to the future
of the laboratory and its growth potential (through flexibility and the attraction and retention of staff) and should establish a
standard for the quality of life that the laboratory supports, with respect to its professional environment, opportunities for staff
to thrive and the provision of amenities. Security is also an important issue to address in considering aspects of the laboratory’s
vision.

A visioning session with key laboratory leadership can be a useful tool in developing a vision statement. A variety of tools, such
as value trees and imagery exercises, can be used to facilitate choice, challenge and consensus in identifying the key values of
the laboratory organization. Visioning session outcomes—in the form of implementation outlines—can then be used as the basis
of the laboratory’s mission statement.

1.2 Mission
A laboratory’s mission statement clearly and concisely defines how the lab will achieve its vision. It is a declaration of core
purpose and focus and serves as a filter to separate what is important, from what is not. The mission clearly states which
populations will be served and how and communicates a sense of intended direction to the entire organization.

A mission statement should answer four basic questions:

APHL Lab Construction and Major Renovations Guidelines | 5

 • What do you do? Define the role that the laboratory plays in supporting health in the region or market it serves.
• How do you do it? Define what you need to test for? Define current and future endemic diseases, surveillance and
response. Determine if you have the capacity and overall staffing skills needed to support the testing.
• Whom do you do it for? Define who your target client base is that you serve and what their needs and expectations are,
now and into the future.
• What value are you bringing? Define the unique value that your laboratory brings, that differentiates you and sets you
apart from other laboratories. State how the work you are doing contributes to strategic needs in the region or the area
of health science you serve.

1.3 Laboratory Assessment

A thorough assessment of unmet testing needs in comparison to current international standards and best practices and
comparable, leading benchmark facilities is key in developing a plan for facility improvements needed to support the laboratory’s
vision and mission. An Existing Conditions Assessment Report and a review of the laboratory’s operational plan will provide
crucial information toward meeting this goal. This begins by performing a SWOT (Strengths, Weaknesses, Opportunities, Threats)
analysis to examine the strengths, weaknesses, opportunities and threats for the existing laboratory facilities and identifying
associated gaps. Specifically, examine the issues, needs, deficiencies or problems that need to be addressed in the following
areas:
• Workforce: Review the quantity and capability of the existing lab personnel to carry out the mission and laboratory’s
operational plan.
• Site: Review adequacies of space needs, workflow, and site safety and security.
• Facility: Assess the building’s capacity and capability, efficiency and location.
• Space: Evaluate the existing facilities to determine if the quality and quantity of space exists to safely perform the
anticipated test list and volumes. This includes assessing the needs for specialized space, such as PCR and higher
biosafety level space. Consider efficiency, work flows and life safety.
• Mechanical, Electrical, Plumbing Systems: Assess operational condition and sustainability.
• Equipment: Catalog existing equipment and evaluate it for capability to support the required laboratory services.

1.4 Develop Problem Statement

Based upon the assessment of workforce, site, facility, space, MEP Systems, equipment—and other needs, issues and
deficiencies—a problem statement should be developed to clearly define the needs and requirements to develop each problem’s
solution. Often, problem statements appear as conclusive recommendations at the end of the Existing Conditions Assessment
Report and consist of follow-up plans, activities, specific organizational actions or facility studies that will be necessary to
achieve the vision and mission (e.g., BOD to address facility responses needed).

Deliverables:
• Vision statement document
• Mission statement document
• Existing conditions assessment report
• Problem statement document.

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2.0 Program Planning
GOAL: Develop and detail a comprehensive plan for laboratory facilities, informed by what is required to achieve the vision and
mission. The program planning stage of lab design begins with the development of scope and conceptual solutions based on
the defined needs, gaps and problem statements. The four primary aspects of program planning include: space program, master
plan, workforce staffing plan and project budget. Early phases of the project are important because they can significantly affect
the outcome of the facility and influence functionality, cost, quality and project viability.

2.1 Programming
The initial programming phase explores and develops the scope of work and functional requirements to meet user needs. Detail
is provided on each laboratory activity that will be performed and estimates of space and equipment requirements are made.
These requirements inform the final space use estimate, providing the basis for further discussion of international best practices
and modular planning, which are key to future flexibility.

The purpose of programming is to provide adequate space to accommodate testing, people and equipment needed to perform
the testing. It also identifies key functional adjacencies, enhances efficiencies to minimize duplication and increases economy of
resources. Each department is interviewed to identify:
• Tests performed
• Microorganisms and chemicals used or likely to be encountered
• Material resources required
• Number of personnel working in the department
• Workflows
• Materials and waste flows
• Utilities needed
• Special requirements that impact the space
• Equipment used.

In the end, this data will be used to develop room data sheets that are reviewed as a check list to ensure all needs are
accounted for in the space program and final design.

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2.2 Master Planning
One of the most important and overlooked opportunities for improvement is preparing a master plan for the lab. A master plan
will help guide the laboratory improvements necessary to optimize laboratory processes and achieve the vision and mission of
the lab. This planning will involve collecting and analyzing information on current laboratory workflows, community testing needs,
current and future staffing and current building schematics. A strategic look at how institutional growth occurs ensures that
critical future adjacencies and relationships are accounted for and managed. This helps to ensure continuity of operations as
growth occurs.

Establishing a thorough list of questions to ask is important in understanding future growth needs. Every activity that occurs on-
site, both at the macro scale and the micro scale should be considered. The following are some examples:
• What visitor flow will be generated on site? (e.g., public, professional/scientific, courier, deliveries) What level of security
will be needed?
• How do samples arrive on site? Is a perimeter reception facility required, or do they come directly to the lab building?
• How will waste be handled? (e.g., municipal, private service, on-site)
• What municipal utilities are available? How dependable are they? Will on-site provision of emergency back-up utilities
be needed?
• Are there provisions for employee housing?
• Are there external groups coming to the facility for training? What is the period of time they are on site? How do they
arrive?
• How does the staff get to the facility? (e.g., car, shuttle, public transportation)
• Will there be provision for food? (e.g., on-site, locally available)
• What site or facilities are adjacent and what impact do they have on the facility?
• What available open land areas exist for expansion? Is additional land required?
• What is the volume of materials delivered to the site regularly? Is there a need for central reception or security
screening of materials and storage?

Many times, facility infrastructure is undersized due to a lack of future planning. If future infrastructure expansion needs are
accounted for in a master plan, future growth is much easier to implement and is also much more economical.

The master plan can also be a key tool in financial planning especially for funding phases of expansion. This not only helps in
forecasting annual capital expenditures in institutional budgets, but also when seeking funding from external sources. Many
times the terms master plan and strategic plan are either confused or used interchangeably because of the close relationship
between them. A strategic plan details the data behind the business of operations and growth strategies whereas the master
plan is the road map to realizing the physical reality of that same data.

During the master planning process, different approaches as to how growth can happen will present themselves. These different
strategies are comparatively analyzed for their pros and cons. An effective way to judge the merits of different options is to
create a color-coded value matrix that graphically lists these values side-by-side. This becomes a tool that enables the steering
committee, core team and design team to have an in-depth discussion and come to consensus on what direction the final
master plan should take to satisfy the vision and mission of the laboratory.

2.3 Workforce Staffing Plan

A strategic workforce staffing plan should be developed to support the current mission of the lab and to plan for any future
testing expansion. Each department should look at its current work load and anticipate its expansion over a designated period
(e.g., 5-10 years).

This should also include consideration of the expansion of each department’s focus with in its specific scientific area
of expertise (Will it be handling new agents in addition to those currently tested? Or adding new tests or equipment? Or
automation?). This will help to anticipate initial built-in expansion space and future expansion space needs. It is also necessary
for right-sizing staff support areas in the facility. Consideration should also be given to space required for training activities that
occurs in the laboratory areas. How are the internal personnel trained? Are there cooperative programs with other institutions

APHL Lab Construction and Major Renovations Guidelines | 8

that require additional space, from a staffing perspective? Forecasting these needs will help future-proof the laboratory,
in the end.

2.4 Budget Estimate

Cost estimates and an understanding of available funding will inform the development of the scope of work. Preparing
a high-level cost estimate will assure that the total costs to achieve the mission and vision are documented. All
facility improvements (both new construction and renovation) should be accounted for in the cost estimate. Multiple
cost estimates, based on different scenarios identified in the master planning phase, can be developed. Overall
sustainability funding for facility, testing and staffing costs (current and future needs) should also be considered. A well-
qualified budget estimate will help avoid short falls, during the design process, from unanticipated costs realized when
more detailed cost estimates are developed. Many times, this is accounted for in the preliminary budget should have
an allocation called “contingency” to allow for elements not specifically known in the design at this stage. A contingency
at this stage would be between 10% - 30% of the total budget. Additionally, identify all items in the budget that will be
subject to Value Added Taxes (VAT). It is important to take into account a realistic, well-validated estimated schedule in
order to incorporate funds for escalation of all costs due to inflation and market changes that affect materials and other
costs over time.

Deliverables:
• Complete function and space program
• Checklist for lab planning, staffing and equipment list
• Master plan document
• Detailed workforce staffing plan
• Cost estimate
• Outline of key budget considerations.

MASTER
PLAN SCORECARD EXISTING OPTION 1 OPTION 2 OPTION 3 OPTION 4
LAB CAPACITY     
LAB FLEXIBILITY     
LABORATORY SUPPORT     
CAMPUS SUPPORT     
CAMPUS OFFICE CAPACITY     
CAMPUS INFRASTRUCTURE     
CAMPUS AESTHETIC     
QUALITY OF OPEN SPACE     

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3.0 Project Team
GOAL: The project team is an interdependent collection of stakeholders (lab design work groups, core team, steering committee
and external laboratory design team) who work together towards the common goal of implementing the vision and mission
of the laboratory and share the responsibility for the specific outcomes of the project. The project team is a cross-functional
team that represents a combination of disciplines, expertise, roles and abilities to achieve both a collaborative tension and a
cooperative relationship. The project team should seek to create a relaxed and comfortable atmosphere where members are
allowed to participate freely and are engaged and invested in the project work. Team members must rely on each other and work
to communicate well in order to discuss their opinions, intentions and possible solutions, considering others’ ideas carefully to
gain consensus on all decisions throughout the design process.

3.1 Laboratory Design Working Groups

The most important element impacting the success of planning facility improvements is engaging laboratory personnel in the
process. When employees are included, they feel a sense of ownership in decision-making and will be more satisfied with the
outcome of the project. Establishing lab design working groups, from each discipline of the lab, ensures that everyone has a
voice in the process. Working groups give their input as representatives on the core team or report to the core team, depending
on the size and structure of the organization.

3.2 Core Team

The core team usually includes laboratory section leaders, laboratory scientists and facility maintenance and operations
personnel familiar with testing requirements, staffing and equipment. Core team members should be integral members of
everyday operations in their respective departments, with detailed knowledge of operational processes and procedures. The
primary responsibility of the core team is to develop performance criteria and provide direction and feedback to the laboratory
architect and engineer.

3.3 Steering Committee

The lab director, senior leadership, financial officers and other select stakeholders typically make up the steering committee.
The steering committee serves as the final review and approval body for decisions reached by the core team, budget issues and
the future direction of the project. The steering committee also provides counsel to the core team in overcoming any obstacles
they may encounter.

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 PROJECT TEAM

CORE TEAM STEERING COMMITTEE EXTERNAL LABORATORY

DESIGN TEAM
Lab Lab Lab Lab Lab • Laboratory Director
SECTION SECTION SECTION SECTION SECTION • Laboratory Architect
LEADER LEADER LEADER LEADER LEADER
• Laboratory Leader
• Laboratory Leader • Laboratory Planner
• Member • Mechanical Engineer
• Member • Electrical Engineer
Lab Design Lab Design Lab Design Lab Design Lab Design
• Member • Plumbing Engineer
Working Working Working Working Working
Group Group Group Group Group • Structural Engineer
• Sponsor
• Member • Member • Member • Member • Member Representative
• Member • Member • Member • Member • Member • Consultant
• Member • Member • Member • Member • Member • Consultant
LAB DESIGN WORK GROUPS

3.4 External Laboratory Design Team

Members of the external design team may include sponsor organizations, laboratory architects and engineers, local architects
and cost estimators. The external laboratory design team will work with the laboratory to facilitate predesign services and the
design process, providing subject matter expertise on international best practices and performance criteria. For example:
• APHL can provide oversight of the facility expansion design process and coordinate between the sponsor and the
laboratory to provide resources and funding to facilitate the design process.
• A laboratory architect or engineer, specialized in laboratory construction, will be selected to assist the laboratory in
developing a functional, flexible and productive laboratory design to accommodate the required testing to be conducted
at the facility.
Deliverables:
• Organization chart of the laboratory team
• Identify lab design steering committee and working groups.

APHL Lab Construction and Major Renovations Guidelines | 11

4.0 Principles of Laboratory Design
GOAL: While laboratory directors are very good at running the lab and laboratory scientists are very good at performing the
testing, in many cases, they have been working for years in facilities with less than optimal conditions. Consequently, laboratory
staff involved in planning renovations or expansions need to understand the underlying principles of lab design in order to
contribute to the creation of modern, safe and productive testing environments.

4.1 Risk-Based Design Decisions

Risk-based design decisions are informed by the completion of a risk assessment report, which serves to identify hazards that
are present in the facility. Biorisks in laboratory facilities may originate from:
• Microbial agents or toxins present in the facility
• Procedures being carried out in the laboratory
• Testing procedures that may impact personnel exposure to agents or toxins
• Environmental release of agents or toxins
• Theft of agents or toxins
• Attack from those outside the laboratory.

Effective management of biorisks is dependent on prioritizing primary and secondary containment measures and strategies to
assure secure operations and efficient allocation of resources. Clear identification of mitigation measures needed to minimize
the risks presented with handling and storage of biohazardous materials is a safer, more secure approach than incorporating
measures based solely on biosafety level or a prescribed solution approach.

The biosafety and biosecurity risk assessment report is a key tool for the design team (i.e., steering committee, core team and
external design team) as they seek to reach consensus on appropriate mitigation measures to address identified risks. Design
team members also benefit from research on containment requirements, review of benchmark facilities and consultation with
biosafety experts to better understand the risks associated with the agents being used in the laboratory.

A more detailed description of a risk assessment report is available in Section 5.1

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4.2 International Best Practices
International best practices are systems of guidance intended to promote uniformity, reliability, biosafety and biosecurity in
laboratory practice and design. The following organizations have published guidance on international best practices and actively
promote them through education programs:
• Association for Biosafety and Biosecurity International (ABSA)
• World Health Organization (WHO)
• US Centers for Disease Control (CDC)
• Association of Public Health Laboratories (APHL)
• Peer institutions & benchmarks.

4.3 Laboratory Design Fundamentals

Guidelines, codes and standards should be used as references for basic lab design principles and design guidance, even though
some recommended practices may increase project costs. Judicious use and performance-based application of those standards
will assist the local architect/engineer (A/E) in developing a lab design and construction documents that comply with local
building codes and safely accommodates program needs.

Additionally, understanding common terminology in reference to laboratories and the processes that take place in the lab
building is paramount to being able to understand and apply lab planning and design principles.

Beyond codes and terminology, understanding the fundamentals of laboratory design and planning concepts will help minimize
the risks associated with laboratory work by creating safe environments to work in. However, it’s important to remember that a
good laboratory design will not substitute for good laboratory operations and practice. Ideally, the two should work together to
create a favorable environment.

The lab planning and design fundamentals include planning concepts, safety concepts and program components, adjacencies
and workflow.

Laboratory planning concepts to consider during the design process include:

• Open versus closed lab concept (where
Airflow: Less Hazardous to More Hazardous
required for safety and security)
• Flexibility to plan for expansion and
contraction of programs
• Modular planning for economical use of
space and construction
• Mechanical engineering solutions
that provide appropriate airflow and
serviceability
• Laboratory finishes that minimize maintenance and upkeep requirements (e.g., withstanding decontamination with
harsh chemicals; minimizing seams, joints and crevices)
• Layout and placement of equipment (chemical fume hoods, biological safety cabinets); planning for shared equipment
where appropriate
• Protocol mapping to assure viability of space layouts and work flows
• Local, in-country casework system evaluation, including investigation of local millwork manufacturers that can fabricate
comparable products to meet performance specifications
• Structural engineering design that minimizes/mitigates vibration affecting sensitive equipment
• Electrical engineering (municipal power, emergency power, uninterrupted power supply) and plumbing engineering
(sinks, safety systems, piping material, vacuum, pure water, water source and quality) solutions
• Decontamination strategies (e.g., process, frequency, autoclaves, incinerator)
• Local, regional, national, global sustainability best practices.

APHL Lab Construction and Major Renovations Guidelines | 13

Safety concepts that are fundamental to lab design include:
• Safe working zones
• Knowledge and understanding of biocontainment concepts
• Safety equipment
• First aid stations, eyewash/drench hoses at lab sinks, emergency showers
• Proper use of personal protective equipment (PPE)
• Availability and use of biological safety cabinets (BSC) for working with specimens.
• Availability and use of proper class of BSC according to risk level of specimen
• BSC properly positioned in laboratory so as not to compromise its operation
• Airflow direction must be visually monitored
• Safe lab practices.

Program components, adjacencies and work flow Sample Adjacency Diagram

impact the layout of spaces in relation to one another.
Examples include: Secure
Data Entry Elevator
Storage
• Sample management and receiving
facilities have functional adjacencies with
administrative and laboratory areas.
Sample
• Administrative areas consist of manager Equipment Stat
Receiving
and staff offices and should provide a work
environment away from the laboratory. Time
spent in the laboratory should be dedicated
Cold Courier
to sample triage and testing (STAT) lab Loading Dock
Room Drop-off
functions only.
• The laboratory is accessed through a secure
corridor and consists of larger open lab and
support areas.
• The building receiving area is located directly adjacent to the STAT laboratory, providing immediate access for sample
receipt, log-in and processing.
• Equipment delivery is in the adjacent corridor near the shop.

This is one example of the symbiotic relationship many

spaces have with one another: the functional program and
BIOSAFETY BEST PRACTICES
flow diagram studies are useful in identifying adjacencies.
• Inventory systems are an important part of the
4.4 Biosafety and Biosecurity biosafety and biosecurity in tracking the chain of
Biosafety and biosecurity are related to: custody of every sample that arrives at the facility.

• Sample management • Access controls ensure that established zones are

effective in controlling access of staff and the public.
• Inventory systems
• A security response plan, which should also be
• Access controls part of the risk assessment report, provides details
• Security response regarding security personnel (e.g., security officer and
• Personnel management staff, emergency response team), security monitoring
systems, emergency response plans and standard
The terms biosafety and biosecurity have frequently been operating procedures (SOPs).
used interchangeably in reference to the containment of • Personnel management includes proper staff
hazardous biological agents. Biosafety relates not only to identification and validation, as well as regular safety
the containment of potentially harmful biological agents, training.
but also to the safe management and handling of those

APHL Lab Construction and Major Renovations Guidelines | 14

materials. Biosecurity is focused on the containment of harmful biological agents, but also addresses procedures and measures
to prevent transmission of harmful biological agents including biological agent theft and biological terrorist attacks.

Both active and passive measures are used to achieve biosafety and biosecurity. Active measures are task-related and can
include executing protocols and SOPs, sample management, inventory systems and security response. Passive measures are
related to features of the design, equipment, or systems that have been incorporated into the building, such as access controls,
CATV monitoring systems, personnel management systems, HEPA filtration, exclusion zones, perimeter walls, guard houses and
wheel washes.

This risk assessment report in section 5.1 is the best tool to help develop appropriate biosafety and biosecurity responses.

References
Building Codes:
• 2012 International Building Code
• 2012 International Mechanical Code
• 2012 International Plumbing Code
• 2012 International Electrical Code
• 2012 International Fuel Gas Code.

American National Standards Institute (ANSI):

• ICC/ANSI A117.1: Accessible and Usable Buildings and Facilities
• ANSI/AIHA Z9.5: Laboratory Ventilation
• ANSI Z358.1: Emergency Eyewash and Shower Equipment.

National Fire Protection Association (NFPA)

• NFPA 30: Flammable and Combustible Liquids Code
• NFPA 45: Standard on Fire Protection for Laboratories Using Chemicals
• NFPA 101: Life Safety Code.

National Institutes of Health: NIH Design Policy and Guidelines, 2003

National Research Council: Prudent Practices in the Laboratory: Handling and Disposal of Chemicals, National Academy Press,
1993

United States Department of Health and Human Services, Centers for Disease Control and Prevention and National Institutes of
Health: Biosafety in Microbiological and Biomedical Laboratories (BMBL), 5th ed. 2007

United States Department of Labor, Occupational Safety and Health Administration: Occupational Exposure to Hazardous
Chemicals in Laboratories, Code of Federal Regulations: 29 CFR, Ch. XVII., 1910.1450

APHL Lab Construction and Major Renovations Guidelines | 15

5.0 Advancing Concept Development
GOAL: After establishing the vision, determining the program, forming the project team and understanding the principles of lab
design, the actual development of the design of the laboratory campus, facility, renovation or expansion is ready to begin. This
process involves a series of steps that will analyze key technical design drivers of the laboratory’s operations and environment.
These design drivers will be used in the design process to develop design options that will be reviewed in each phase to
consolidate the best options into one cohesive solution in the end that satisfies all the design drivers and the vision and mission
of the laboratory. This solution is documented in the Basis of Design (BOD). The BOD is critical in communicating not only the
technical standards and guidance of the facility to the design and construction team, but also the spirit of the vision that should
be expressed in its architecture.

5.1 Risk Assessment

The aim of a risk assessment is to identify hazards or risks inherent in lab activities that may cause harm to laboratory
processes and most importantly to laboratory staff and/or community. These risks are associated with tests performed, agents
used and threats to the security of building systems, data and intellectual property. Once hazards or risks are identified, they are
analyzed and evaluated in order to determine appropriate ways to eliminate or control them. Risk control measures are typically
formalized in the form of protocols or standard operating procedures (SOPs). The end result of the assessment process is a risk
assessment report.

The risk assessment report identifies the complexity and risks of agents to be handled during testing, (e.g., TB, Flu, E. coli, Ebola-
PPE) and provides guidance on appropriate means of risk mitigation and agent disposal—whether on-site or off-site, or by use
of autoclave or incineration. The report may also identify systems, such as IT infrastructure, that could be vulnerable to outside
interference or access and what measures are needed to prevent access. Internal protection of data systems and intellectual
property should be carefully evaluated.

Power and water utility systems should also be considered in the risk assessment. If power outages are common, an estimate
of required back-up power generation or needed emergency water storage capacity can be made based on historical data. All
utilities crucial to operations should be evaluated.

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5.2 Protocol Mapping
A protocol map is a tool used to illustrate
a multistep process graphically. It literally
“maps” each step necessary for the process
to be correctly completed and is an effective
way to depict protocols that must be followed
exactly, in order to execute critical functions in
a laboratory building.

Protocol maps can be created for the flow of

samples, materials, personnel and waste. They
aid in understanding needs for sample receipt,
order and entry, materials and supplies,
personnel training, PPE use and storage, waste
disposal and associated risks and proper
decontamination.

Because protocol maps are based on biosafety

risk levels and outline individual agents and
tests, they can be used to review room-by-
room protocols including specific requirements
for handling agents, open versus closed labs
for testing, the use of separate PPE based
on workflow and the use of BSCs. Additionally, they are highly valuable for the laboratory design team in identifying unique
functional requirements.

5.3 Functional Requirements

Functional requirements describe the spaces and systems that are needed for the building to meet its mission and perform
properly as a laboratory. Spaces for administrative and testing activities, as well as support areas and MEP systems are all
examples of functional requirements of the laboratory facility. While technical, biosafety, biosecurity, accessibility, operational
zones and life safety requirements are all crucial, other factors that fit with the vision and mission of the lab—such as
ergonomics, social environments that promote collaboration and cultural synergies—should also be considered.

Requirements for administrative areas include:

• Location in non-bio/chem hazardous areas
• Accessibility and adjacencies to labs
• Conferencing, teaming and areas that promote collaboration.
• Technical support for communications and A/V systems interface within the space

Laboratory areas require:

• Primary consideration be given to adequate space for workflow, sample volume and functional layout
• Consideration of open labs where possible and closed labs where required by agents used is a desired planning
principle.
• Attention to negative versus positive air pressure areas based on risk assessment report.

Lab support areas need:

• Special attention to equipment operating areas and service zones

• Efficient layouts that support efficient workflow

Requirements pertaining to MEP systems are important as they relate to the structure and future space needs. Consideration is
needed to provide a sustainable approach to systems design.

APHL Lab Construction and Major Renovations Guidelines | 17

5.4 Inventory Chemicals, Equipment,
Waste
Develop an inventory of chemicals, equipment and
waste involved in laboratory processes in order
to provide appropriate operating space, power,
specialized storage requirements, disposal systems
and other unique needs required for these materials.
The same principle applies to areas that support lab
functions in the building.

Chemicals used in the lab may dictate specialized

storage areas with specialized ventilation or fire-
proof enclosures and may have specific implications
for local building code enforcement. Equipment lists
ensure an understanding of peak power demands
in laboratories and equipment rooms and also
aid in right-sizing space for potential redundancy.
Understanding waste streams is important to ensure
safe disposal and segregation of different types
of waste that are disposed of in different means
(recyclables, hazardous, non-hazardous, chemical,
biohazardous, radioactive, etc.). This is also crucial
in maintaining the separation of clean and dirty
flows where critical.

These inventories enable the laboratory design team

to develop flow diagrams that are useful during
discussions with the steering committee and core team to develop strategies that are sustainable.

5.5 The Design Process

The design process is iterative, by nature, continuously facilitating consensus and forward momentum.

Predesign activities (i.e., visioning, mission statement, assessments, programming, master planning, staff planning, budgeting,
risk-based design decisions and assessments, protocol mapping, functional requirements, SOPS, inventory) produce data that
form the basis of laboratory functions such as tests,
equipment, chemicals, flows and adjacencies.
These activities become the raw materials used by DESIGN PROCESS
the design team to identify what lab user groups
want and need—and form the building blocks used CONCEPTUAL SCHEMATIC DESIGN
to create conceptual design options (i.e., layouts, DESIGN DESIGN DEVELOPMENT
PHASE PHASE PHASE
diagrams, plans, elevations).

Conceptual design options present a variety of

solutions that address what the design team heard
during predesign and what they think it means. Pre-SD Review & Approval Pre-DD Review & Approval
Through discussions with the steering committee •• ••
•• ••
and core team, alternatives are considered and ••
consensus on a preferred building design solution is ••
reached. Conceptual Design Phase Schematic Design Design Development
•• •• ••
The evolution of the design occurs in three phases, •• •• ••
•• •• ••
from conceptual design through schematic design •• ••
and finally into the final design development •• ••
phase. This developmental, iterative process
perfects the design concept adding more detail in

APHL Lab Construction and Major Renovations Guidelines | 18

each phase (for all systems in the building), while testing the progress against established goals and project vision. The final
recommendation, at the end of the design development phase, has been based on previous discussions, puts safety first,
incorporates sustainable features, promotes its own identity and achieves critical buy-in. In the end, everyone is on the same
page and feels that the design expresses the vision and mission of the laboratory.

5.6 Biosafety and Biosecurity

Unless hazards are conclusively identified, it is not possible to accurately assess the biosafety and biosecurity risks associated
with laboratory activities. Therefore, it is of vital importance that an accurate estimation of the potential risks be carried out
in the form of a valid risk assessment report. It is on the basis of report that the Lab Design Team will be able to identify
appropriate measures and strategies needed for proper sample management.

5.7 Cost Estimate

A cost estimate is a list of all probable costs of the construction for the laboratory building project. Cost estimates are calculated
periodically through the design process to keep the project design in alignment with the project budget. If decisions are
made during the design process, or the steering committee and core team require changes that result in cost overruns, early
knowledge of these instances make it easier to make corrections in the design, through value management decisions, as
approved by the steering committee.

The final design development documents are used create the cost estimate issued in the BOD document. The cost estimate
(Total Project Cost) includes but is not limited to Hard Costs (all construction materials and labor costs, land cost, utility
costs, site development costs, infrastructure costs) and soft costs (constructor overhead and profit, construction contingency,
insurance, A/E fees, furniture and equipment costs).

5.8 Assembly of the Basis Of Design (BOD)

The BOD document is the summary of all the performance criteria needed to communicate the design intent for the laboratory
building and to meet the vision and mission as stated in the project charter. The Basis of Design will be used as a guide by the
local architect and engineers to produce documents for construction of the facility.

It gives an understanding of how and why the project design meets the mission through sections that outline historical data and
operational information needed to explain the logic of the design.

The document sections are:

• Executive Summary—History, vision, mission
• Programming—Space list, budget/cost estimate
• Lab Planning—Lab requirements, equipment, room data sheets
• Site—Site-related drawings
• Architectural—Drawings related to the building architecture
• Structural—Drawings and data describing the structural system
• Mechanical—Drawings, details and information illustrating the distribution, controls and HVAC systems
• Electrical—Drawings and data pertaining to power, lighting and data
• Security—Drawings illustrating requirements and locations of security system equipment and access controls
• Plumbing—Drawings illustrating and specifying water distribution, sanitary streams, water treatment, fire suppression
and effluent treatment
• Civil—Drawings and information relating to site topography, roads, storm drainage
• Commissioning—Criteria required to confirm that all building subsystems are designed and operate according to the
owner’s project requirements

APHL Lab Construction and Major Renovations Guidelines | 19

Deliverables
• Risk Assessment Report
• Protocol Flow Diagrams
• Functional Program
• Cost Estimate
• Basis of Design
• Lab Design Options

APHL Lab Construction and Major Renovations Guidelines | 20

6.0 Buy-In
GOAL: For a project to be successful, it must have
buy-in on many levels. Laboratory leadership is
represented on the steering committee (laboratory
director and key leaders) and should assist in
developing the preliminary assessment information Project Charter
and reviewing the conceptual information. The larger (Conceptual example)
core team should participate in the programming and Laboratory Vision:
design phases to ensure there is input and buy-in at
Laboratory Mission:
all levels.
We, the undersigned, certify that we have fully participated in a comprehensive
6.1 Project Charter process (reference to 10-Step Approach to Laboratory Design) to assess the
needs, requirements, costs, and justifications for the proposed laboratory
The most important element impacting the success of infrastructure improvement project.
planning facility improvements is engaging laboratory
personnel in the process. When staff are included,
Name Laboratory Director Signature
they feel a sense of ownership in decision-making
and will be more satisfied with the outcome of the Name Steering Committee Signature
project. Establishing lab design working groups, from
Name Steering Committee Signature
each discipline of the lab ensures that everyone has
a voice in the process. Working groups give their input Name Steering Committee Signature
as representatives on the core team or report to the
Name Core Team Signature
core team, depending on the size and structure of the
organization. Developing and signing a project charter Name Core Team Signature
is an activity that can help get all key stakeholders
aligned. Name Core Team Signature

Name Core Team Signature

6.2 Business Case
Developing a strong business case for the facility
improvements will assist in the decision and approval
process. The business case should provide cost
information for not only building construction, but also for associated costs of equipment, furnishings, staffing and operations.
These costs should, then, be compared with the immediate and future benefits of the improved laboratory infrastructure.
This return on investment analysis should be expressed both in terms of monetary benefits (e.g., cost savings, revenue) and
social benefits (e.g., improved health, faster outbreak detection) that justify the expenditure. The business case can be used in
discussions with health ministry officials to identify potential funding opportunities. The information can also be used to discuss
facility improvements with potential sponsors. The business case should be attached to the project charter.

It is very important that the laboratory achieve buy-in from key health ministry decision-makers prior to the start of detailed
design (see Section 5 – Advancing Concept Development) in order to advance the design for the facility improvements. Ideally,
the buy-in would be in place from ministry leadership and laboratory staff; thereby, providing good momentum in moving the
project forward.

Deliverables:
• Project charter with attached business case

References
• Example Project Charter document
• Example Business Case document

APHL Lab Construction and Major Renovations Guidelines | 21

7.0 In-Country Design and Contractor Selection
GOAL: The continued success of the project can be achieved if the team selected to complete the construction documents
and perform the physical construction of the building is familiar with the programmatic requirements and performance criteria
expectations of laboratories and possesses relevant experience with complex facility types.

Every country has their own specific procurement process for selecting architects and contractors for a new facility. However, it is
important for laboratory leadership to be familiar with international best practices for the design and construction of a complex
laboratory facility to ensure that the resulting building incorporates the performance criteria previously discussed.

7.1 Design and Construction Methodologies

A variety of methodologies may be used to obtain the services necessary to design and construct laboratory facilities. While all
of the methods will result in a completed lab, each approach has advantages, disadvantages and associated risks that must be
managed by the laboratory owner—specifically in the areas of contracts, construction costs, quality and schedules.
• Design-Bid-Build is the best design and construction method for the owner to control the quality of the final lab building,
as all drawings are completed and reviewed in their entirety, prior to requesting a price from the constructor.
• Construction Manager at Risk (CMaR) is a good methodology when there is a complicated site or the owner needs
additional personnel to manage the construction.
• Design-Build is a methodology that determines a lump sum cost for the project, early in the process, making cost
management the constructor’s responsibility.
7.2 Procurement Strategies
There are several procurement strategies that can be used to mitigate some of the risks inherent in different design and
construction methodologies. Prequalifying architecture and construction firms prior to final selection for a project is one of the
best strategies available to reduce owner risk. Identifying firms that have a track record of working on complex projects and
familiarity with sophisticated engineering systems is key to a successful project and will help narrow the list of potential bidders.

Another strategy to assure that architects and constructors are qualified to work on a laboratory building is to call references
from previous projects and verify how they performed.

Touring previous projects will also provide insight into the quality of the finished building.

APHL Lab Construction and Major Renovations Guidelines | 22

7.3 Selection Process
Generally speaking, the decision to select a particular design or construction firm is based on qualifications, price or a
combination of the two.

In the best value strategy, the best overall team is selected, taking into consideration both qualifications and price. Even if a
firm’s price is higher than a competitor’s, they may be the most qualified and have the best people with the right experience and
consequently represent the best value. Utilizing the best value selection strategy allows each criterion to be weighed separately,
as well as collectively.

While qualifications, price and best value should all be considered, the most important factor in the selection process is to
ensure that representatives from the laboratory are voting members of the selection committee. A laboratory facility is very
complex and contains many specific technical and flow-related processes that need to be understood during design. Having
laboratory personnel as part of the selection committee adds crucial subject matter expertise to the process.

M E T H O D O LO GY C O N T R ACT C O N ST R U CT I O N C O ST Q UA LI T Y SCHEDULE
MEDIUM RISK HIGH RISK LO W R I S K MEDIUM RISK
Owner holds a The cost of the project Since the architect The schedule is
Design Bid separate contract with is estimated during works for the owner, estimated during design
Build the architect and the design, and the actual the drawings reflect the and is subject to some
constructor. costs are not known needs of the project. change during bidding.
until bidding.
HIGH RISK MEDIUM RISK MEDIUM RISK LO W R I S K
Owner holds a contract The CMaR issues The project is procured One of the advantages
Construction with the architect, drawings to be bid by in phases to speed of CMaR is the speed of
Manager at constructor, and the contractors, in multiple construction, which the schedule because
Risk (CMaR) CMaR. The CMaR acts phases to speed can negatively impact construction is started
as the owner’s agent. construction, which can quality. prior to final design.
add cost.
MEDIUM RISK LO W R I S K HIGH RISK LO W R I S K
The owner holds Cost is known very early Since the selection is There are usually
Design Build one contract with as contractors respond generally based on incentives for the
(DB) the constructor. The to an RFP (tender). price, the overall quality constructor to finish the
architect works for the of the project can be project early.
constructor. lessened.

QUALIFICATIONS PRICE BEST VALUE

Firms are selected based

Firms are selected based Firms are selected based
on a combination of quality
solely on their qualifications solely on their price
and price.

APHL Lab Construction and Major Renovations Guidelines | 23

7.4 Specialty Consultants
Laboratories are very complicated facilities and have performance criteria that are driven by international best practices, codes
and guidelines. It is very common for laboratory facility projects to have several specialty consultants—in addition to architects
and engineers—who provide advanced subject matter expertise for performance criteria such as vibration, acoustics, biosafety,
biosecurity and chemical handling.

One of the most overlooked but important services to include, as part of a laboratory construction project team, is the
commissioning agent (Cx). The Cx will be most effective for the project when engaged early in the design process, through move-
in. The Cx will be familiar with the Standard Operation Procedures (SOP) established by the laboratory for testing and assure that
the building’s performance criteria are installed to perform in concert with the SOP.

For most buildings, the constructor is responsible for buying and installing products and materials consistent with the
performance criteria in the Basis of Design and for assuring that air handlers, generators and other constructor- installed
equipment operate correctly under normal conditions. The Cx, however, is charged with developing criteria and scenarios to
simulate real life situations that could cause an outage, or planned or unplanned system failures. As a result, we can assure that
the equipment not only runs, but that systems will all work together in different failure and maintenance scenarios.

Deliverables:
• Commissioning Check List
• Commissioning SOW

References
Construction Process Workshop

APHL Lab Construction and Major Renovations Guidelines | 24

8.0 Documents for Construction
GOAL: The in-country design and construction team will be responsible for preparing the documents for jurisdictional review
and finalizing material and product selection. But the work for the laboratory team is really just starting! It is very important that
people from the lab stay involved by reviewing the documents prepared by the in-country design team. It is important for the
laboratory team to stay involved for two reasons:
1. Having just gone through the very intensive programming and planning phase of work, the laboratory staff is very
knowledgeable about the facility goals including space, equipment and staffing needs for the new facility.
2. The in-country architect and constructor will have had limited experience designing or constructing public health
laboratories. Even though they are design and construction professionals, it is important for laboratory staff to review
their work to ensure it meets the intent of the BOD.

8.1 Final Documents for Construction

The Basis Of Design (BOD) document, that was previously prepared as part of the programming and design phase of the project,
will provide a good starting point for the in-country design team to outline the flows, space and performance criteria needed for
the new facility. The final documents for construction, prepared by the in-country team, will be based on the BOD but will add
local code compliance requirements and incorporate local construction materials and products to meet the intent of the BOD. It
is important to remember that these are the documents the constructor will follow to build the building.

That is why it is important for members of the laboratory design team to review the final design documents for conformance
to the BOD. This is essentially the last chance to
correct any discrepancies prior to construction. Any PROJECT TIMELINE
changes that need to be made after construction
begins what are referred to as “Change Orders.” And COST OF DECISION

since it will cost significantly more to make changes

during construction, it is essential to take the time to ABILITY TO INFLUENCE
review documentation before construction begins. The CONSTRUCTION START
graphic shows that as we get further into the project
timeline progresses, the cost of delayed decisions
increases.

APHL Lab Construction and Major Renovations Guidelines | 25

8.2 Final Specifications WHAT IS THE DEFINITION OF THE WORD EQUIPMENT?
The final product specifications document is SCIENCE INDUSTRY CONSTRUCTION INDUSTRY
another deliverable that will be developed by The laboratory tends to think of Equipment, in the construction industry,
the in-country design team and the constructor. equipment in terms of analytical are those items that are used by the
The final products specified are derived from equipment used in testing that can laboratory and are fixed to the building.
the performance criteria in Basis of Design sit on the bench or the floor. Some Examples of items that the constructor
examples might include: will generally provide as part of the
document, however, it can be challenging to find construction contract would be:
many of the products required for a laboratory Thermocyclers, refrigerators, freezers,
locally, as the market for these materials is fairly chromatographs, computers Casework, autoclaves (built in),
small and many manufacturers do not sell or glassware washers and dryers (built
in), elevators, generators, biological
ship products in every location. safety cabinets (BSCs), chemical
fume hoods (CFHs).
If acceptable products or materials cannot be
sourced locally, the in-country design team will
broaden the search regionally, or even globally.
The in-country architect will review the BOD and strive to respect the performance criteria and find locally sourced products;
however, sometimes due to availability, cost, or schedule, a “substitution” that deviates from the BOD may be required.

Given that the construction process is very complex and substitutions frequently occur, in the case of a sophisticated test
laboratory it is crucial that any “Request for Substitution” from the in-country architect be reviewed by the laboratory design
team for conformance to the BOD.

8.3 Final Construction Budget

The final construction budget for the project is established at tender. Even if the tender documents define a value, the final cost
will be determined through the prices received from the constructors at tender or bidding. Once again, it is important for the
laboratory design committee to review the pricing documents to verify that all the requirements have been included in the final
pricing.

From this point forward to project completion, changes requested by the laboratory owner are considered a change to the
constructor contract. Furthermore, any change, even if deemed necessary, will likely impact the overall schedule and budget of
the project.

Deliverables
• Final Documents for Construction
• Final Product Specifications
• Final Construction Budget

References
Construction Process Workshop

Bid Review Form

APHL Lab Construction and Major Renovations Guidelines | 26

9.0 Construction and Oversight
GOAL: While it might seem premature, the start of construction is the best time to begin preparing for occupancy of the new
laboratory facility. Laboratory staff can be trained on new procedures; facility managers can begin learning maintenance and
operational protocols; and everyone in the lab can start thinking about move-in day.

9.1 Construction Oversight

While construction is the job of the constructor, it is important for members of the laboratory design committee to stay involved
by making regular visits to the site to observe the progress of the work.

There are several important reasons why regularly scheduled visits to a facility under construction should be planned. Site visits:
• Increase familiarity with the new space. The layout for the new space will likely be quite different from the existing
layout. Staff can become familiar with the general layout of the new laboratory space by walking the halls.
• Affords a look at systems being installed above ceilings and behind walls. This is valuable information that could be
useful later, during move-in. It may also be an opportunity to observe elements that are inconsistent with the BOD and
can be reported to the in-country design team.

Visits are great for morale. Having been a part of creating the space list, the BOD and the flows and adjacencies, walking the lab
allows the staff to take pride in what they helped create.

9.2 Commissioning
Members of the laboratory design committee should participate in aspects of commissioning and review the commissioning
reports to ensure that installed systems perform as planned. Commissioning is a quality-focused process to verify and document
that a facility and its systems are planned, designed, installed, tested, operated and maintained to meet the Owner’s project
requirements. The major benefits of commissioning are:
• Providing a focused process for turnover and acceptance
• Validation of successful operation
• Building energy systems that perform as needed
• Proof of system performance

APHL Lab Construction and Major Renovations Guidelines | 27

 • Improvement from functional to optimal performance
• Baseline for ongoing operational support

Commissioning is the process from initial planning through initial operation that addresses how the project team will install,
energize, test, validate performance and hand over with the appropriate documentation and training.

There are five steps to commissioning a building that should be followed to achieve the best results:
• Pre-construction
• Construction
• Acceptance
• Hand-over
• Occupancy

The following systems should be part of a comprehensive commissioning process:

• Heating Ventilating and Air Conditioning
• Chilled Water and Heating Water
• Plumbing Fire Protection
• Electrical Emergency Power
• Fire Alarm
• Monitoring and Control
• Chemical Fume Hoods, Biosafety Cabinets
• Laboratory Casework
• Security Access and Surveillance
• Building Automation Systems

PRE-CONSTRUCTION CONSTRUCTION ACCEPTANCE HAND-OVER OCCUPANCY

•• Review Owner •• Finalize • Review Test and •• Finalize Training •• Operational

Requirements Commissioning Plan Balance (TAB) •• Deliver Final Procedures Manuals
•• Conduct Design and Schedule Reports Commissioning •• Periodic Operation
Reviews •• Verify Installation • Participate in System Report and Maintenance
•• Develop •• Develop Testing Functional Testing •• Deliver Systems Review
Commissioning Plan Procedures • Participate in Issues Manual •• Maintenance
and Specifications •• Monitor Pre-Testing List Corrections Contractor Training
•• Identify and Startup • Review Operations
Commissioning •• Monitor Issues/ and Maintenance
Responsibiolities Resolutions Log Manuals
•• Establish • Implement Plan for
Communication Tools Training

APHL Lab Construction and Major Renovations Guidelines | 28

9.3 Move-In
Relocating a modern public health laboratory is a challenging event that most laboratory professionals will experience only once
in their careers. Begin preparing about a year in advance to allow time to work through the state or local government purchasing
and bid process and to handle the myriad of details—some unexpected—that arise during a laboratory move. As one laboratory
director has said, if you want a smooth transition, “plan, plan, plan, plan.” There are three phases to planning for a laboratory
move that if followed, will help ease the stress related to moving into a new laboratory.

ADVANCE PREP
Advance prep should start a year out from the move, according to those who have been there. What do you spend that year
doing? The top priorities:
• Ensuring funding
• Enlisting movers
• Preparing staff and clients
• Verifying contracts
• Notifying regulatory agencies
• Reducing inventories
• Minimizing the number of things you need to move

ON THE MOVE
With a laboratory move, smooth and consistent progress and right-on-time accuracy isn’t just convenient and cost effective.
It’s critical for safety and maintenance of urgently needed services. A few of the key considerations outlined in APHL’s Practical
Guide to Moving to a New Site for Public Health Laboratories:
• Move in stages
• Set up redundant testing sites
• Coordinate maintenance at the old and new site during transition
• Time the purchase of new equipment
• Decontaminate the old lab

SETTLING IN
The move isn’t over once you get into the new facility. In fact, it can take up to a year to “shake down” the new space. Some
suggestions:
• Test air handling systems before moving
• Coordinate with IT
• Check warranties
• Get staff comfortable with the new space
• Prepare to give lots of tours of the new lab
Deliverables
• Commissioning checklist
• Move checklist

References
APHL – A Practical Guide to Moving to a New Site for Public Health Laboratories

APHL Lab Construction and Major Renovations Guidelines | 29

10.0 Operations & Maintenance
GOAL: Among the most overlooked aspects of planning a new facility is the need to consider ongoing operations and budgeting
for maintenance. Often, when a facility is new, issues related to operations and maintenance are not given adequate
attention. Operation and maintenance issues are especially important as laboratories for public health testing are considered
high performance buildings, primarily due to the number of systems required to support testing and equipment. Therefore,
developing a plan for ongoing operations and a budget for maintenance should be considered from Day One.

10.1 Operations & Maintenance

OPERATIONS
Operations must take into account the mission of the laboratory to provide testing and to improve the health outcomes for the
people it serves. Laboratories for public health are not static; they are dynamic facilities serving many purposes and should seek
to provide a safe place to work and a clean environment for testing. To keep the building running on a day-to-day basis requires
many elements, in addition to power and water, including:

• People—The public health laboratory should certainly consider the various working environments needed for the staff,
as well as visitors to the laboratory. People working in or visiting the laboratory will require office furniture, laboratory
furniture, lockers and conferencing equipment.
• Equipment—Analytical testing equipment is a core need of the public health testing laboratory, but there is also a
need for specialty equipment to support laboratory operations, such as Biological Safety Cabinets (BSCs), Chemical
Fume Hoods (CFH), autoclaves, glassware washers, glassware dryers and incinerators. The building itself may contain
equipment, as well, including elevators that will need to operate daily.
• Building Systems—There are building systems that need to operate 24/7 to support the testing and training performed
within the lab. These items could require attention on a daily basis as weather conditions have an impact on the
systems. Day-to-day operations should consider performance and budgeting for:
1. Architectural items
a. Laboratory casework
b. Doors and windows
c. Flooring

APHL Lab Construction and Major Renovations Guidelines | 30

 2. Heating ventilation and air conditioning equipment
a. Air handling and exhaust equipment
b. Chillers and pumps

3. Electrical
a. Normal power
b. Emergency power
c. Lighting

4. Plumbing
a. Water
b. Fixture (sinks and toilets)
c. Drainage

5. Fire protection
a. Alarms
b. Sprinkler systems
c. Extinguishers
6. Cleaning
a. Building cleaning
b. Decontamination

7. Security
a. Security personnel
b. Security systems

8. Site
a. Roads
b. Grounds
c. Storm water
d. Lighting

MAINTENANCE
There are three levels of maintenance to consider in budgeting for a new laboratory facility.
• Predictive (routine)—Items that require daily or weekly maintenance based on usage or need (e.g., refilling the hand
towels in the toilets).
• Preventative (on-going)—Maintenance tasks that can be scheduled based on usage (e.g., changing the oil in the
emergency generator, in accordance with the manufacturer’s recommended maintenance requirements).
• Reactive (emergency)—Issues that are unforeseen or out of sequence and require immediate attention to prevent future
damage or to maintain continuity of operations (e.g., a water pipe burst must be repaired immediately to prevent further
damage).

PREDICTIVE PREVENTATIVE REACTIVE

•• Routine •• On-going •• Emergency

•• Daily or weekly •• As scheduled by •• As needed
performance

APHL Lab Construction and Major Renovations Guidelines | 31

10.2 Budget
An important and often overlooked element in a laboratory business plan is to budget properly for on-going operations and
maintenance of the facility. In 1990, the Building Research Board’s (BRB) Committee on Advanced Maintenance Concepts for
Buildings prepared a report entitled, “Committing to the Cost of Ownership—Maintenance and Repair of Public Buildings.” The
report was widely distributed and the following recommendation has been often quoted:

“An appropriate annual budget allocation for routine M&R (i.e., maintenance and repair), in a substantial inventory of facilities,
will typically be in the range of two to four percent of the aggregate current replacement value (CRV) of those facilities (excluding
land and major associated infrastructure). In the absence of specific information upon which to base the M&R budget, this
funding level should be used as an absolute minimum value. Where neglect of maintenance has caused a backlog of needed
repairs to accumulate, spending must exceed this minimum level until the backlog has been eliminated.”

Federal agencies currently use two different methods of determining CRV (which some agencies call the current plant value):
1. The current unit construction costs (e.g., dollars per square feet) for various types of facilities in an agency’s inventory
are multiplied by the total number of units (e.g., square feet) of each type of facility in the inventory. In making the
calculation, it is essential that the units of area used are the same as the units in the assumed unit costs. Major errors
can be introduced, for example, if unit costs based on gross area are multiplied by net or occupiable areas.
2. The original total cost of each facility in an agency’s inventory is multiplied by an escalation factor (based, for example,
on the Engineering News Record’s building cost index) to determine the cost of the facility.

Either method will give current replacement values that are sufficiently accurate for M&R budgeting purposes. However, the
committee believes that in most cases, the first approach is easier to use.

A good way to assure that a building can be easily maintained is to use locally-sourced materials and supplies. This will increase
the likelihood of availability without additional shipping expense and ensure familiarity with the products as they are typically
used by others in the area. For a laboratory facility; however, this can be challenging as some items such as fume hoods may
need to be shipped from other countries.

10.3 Facility Management

As previously stated, a laboratory is a very complex facility to operate on a day-to-day basis and to maintain over the life of the
building. Successful facility management considerations include:

1. Dedicated personnel—Monitoring the facility on a daily basis requires staff who are familiar with the numerous systems,
equipment and people using the lab. A dedicated facilities management team can respond to lab demands and ensure
that testing will continue every day.
2. Training—Facility management staff need to be trained in all aspects of the building to facilitate appropriate
performance. Just like the lab staff, facilities personnel need to learn new trends, techniques and tricks to maintain and
operate the building systems efficiently and productively.
3. Maintenance contracts—Effective use of maintenance contracts can improve long-term control of maintenance costs
and prolong the life of many systems in the laboratory. The prudent use of maintenance contracts can also reduce
personnel costs by contracting-out routine or very specialized services.

Deliverables
• Facilities Management tools
• O&M Budget

REFERENCE SECTION
www.nap.edu/read/9226/chapter/1

APHL Lab Construction and Major Renovations Guidelines | 32

Appendix A: Laboratory Design Checklist
Vision, Project Team & Buy-in Construction & Oversight
 Construction Plans/Documents
Vision
 Bidding and Selection of Construction Company
 National, Regional and Local Planning
 Procurement
 Mission/Vision
 Construction Oversight
Program Planning  Handover/Commissioning
 Master Planning
 Workforce Staffing Plan
Operation & Maintenance
 Funding  Operations & Maintenance Manual
 Access
Project Team  Budget
 Project Sponsor  Availability of Materials and Supplies
 Steering Committee
 Core Team Sustainability and Safety
 A/E Team (utilized throughout the process)
Buy-in Sustainability
 Purpose  Power Supply
 Project Charter  Water Supply
 Business Case  Natural Ventilation
 Air Conditioning
Concept Development  Decontamination
 Waste Streams
Principles of Lab Design  Budget
 Design Concepts
 Support of Safety Protocols Laboratory Safety
 Decontamination
Concept Development  Safety Manual
 Establish Goals, Wants & Needs  Risk Assessment
 Risk Assessment
 Biosafety Cabinet Placement & Certification
 Functional Requirements
 Basis of Design
 Analyze Solutions
 Cost Estimates

Implementation
Engineer Selection
 Establish Selection Committee
 Establish Bidding Process
Design
 Documentation of Functional Requirements
 Safety Protocol Support
 Workflow
 Budget

APHL Lab Construction and Major Renovations Guidelines | 33

Association of Public Health Laboratories
The Association of Public Health Laboratories (APHL) works to strengthen laboratory systems serving the public’s health in the
US and globally. APHL’s member laboratories protect the public’s health by monitoring and detecting infectious and foodborne
diseases, environmental contaminants, terrorist agents, genetic disorders in newborns and other diverse health threats.

This project was 100% funded with federal funds from two federal programs of $3,008,606 and $12,889,006. This publication was supported
by Cooperative Agreement number # NU60OE000103 and by the Cooperative Agreement # NU2GGH001993, both funded by the Centers for
Disease Control and Prevention. Its contents are solely the responsibility of the authors and do not necessarily represent the official views of
the Centers for Disease Control and Prevention or the Department of Health and Human Services.

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