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NENA Public Safety Answering Point Site Selection Criteria

Information Document

Abstract: This document contains a variety of strategies, points for consideration, and other operational guidance related to the processes and criteria used in the identification and selection of facilities and/or sites considered for a community’s public safety answering point (PSAP).

NENA Public Safety Answering Point Site Selection Criteria Information Document NENA-INF-039.2-2018 (originally 56-506) DSC Approval: 07/17/2007 PRC Approval: 07/17/2007 NENA Board of Directors Approval: 07/17/2007 Document Reviewed: 08/17/2018 Next Scheduled Review Date: 02/17/2023 Prepared by: National Emergency Number Association (NENA) PSAP Operations Committee, Document Review Working Group Published by NENA Printed in USA

NENA Public Safety Answering Point Site Selection Criteria Information Document NENA-INF-039.2-2018 (originally 56-506), July 17, 2007

Document Reviewed: 08/17/2018

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1 Executive Overview

The typical useful life of a public safety answering point (PSAP) in the United States is between twenty (20) and fifty (50) years [2]. As with any fixed asset whose ability to support people, organizations and their operations has diminished, the decision to replace it or upgrade it may eventually have to be made. Research has shown that building or renovating a PSAP is a major undertaking and is often a first-time experience for most executives and administrators.

The graphic below illustrates three (3) major phases of a traditional PSAP project in a pyramid structure: Planning/Needs Assessment, Design and Construction. Of the

three, planning is viewed as the most important1: Properly planning a new or renovated facility is essential to ensuring that the benefits and disadvantages of the existing facility are fully and completely identified and documented (e.g., reports, digital photos, video). In addition, various options should be properly evaluated, current and future needs determined, and resources committed to support the project (e.g., political support, funds, people, property, etc.).

1 Though it could be argued that the Design Phase is a component of the Planning Phase, it is displayed

separately in the graphic for illustration purposes and to emphasize its importance to a successful PSAP

construction / renovation project. Planning (1) feeds Design (2) which drives Construction (3).

Three PSAP project phases:

Planning / Needs Assessment;

Design; and

Construction.

Key activities in the Planning /

Needs Assessment Phase include

Existing Facility Assessment,

Space Needs Assessment, Site

Evaluation, Strategy Selection,

and Secure Funding. Proper

focus must be invested in these

(and other) foundation building

project component activities.



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This document contains a variety of strategies, points for consideration, and other operational guidance related to the processes and criteria used in the identification and selection of facilities and/or sites considered for a community’s public safety answering point (PSAP).

It is the goal of this Information Document to add to the body of knowledge related to PSAP facility planning. It is intended to support the administrator or manager charged with the responsibility of developing a plan on how best to proceed, what options are available, and to assist executives in making informed decisions about what is considered to be the most critical facility in a community’s emergency communications infrastructure.

Background One of the more frequently asked questions from NENA members is “what criteria should be considered when selecting (or remodeling) a PSAP facility?” NENA leadership, sensing a clear need to provide more detailed, empirical guidance to its membership, decided that a working group should be formed to explore the range of issues involved in selecting a suitable site for a PSAP, remodeling an existing facility, or purchasing an existing building and remodeling it to meet a PSAP’s operational requirements. To that end, a call for volunteers was issued and a special working group (e.g., PSAP Site Selection Criteria) was formed and assigned a specific charge of responsibility.

Charge of Responsibility The PSAP Site Selection Criteria Working Group was charged with identifying the issues, challenges and requirements involved in selecting sites for new PSAP facilities, and/or remodeling existing PSAP facilities (including re-purposing an existing building to meet the requirements of a PSAP). The thirteen (13) members of the working group have over 200 years of collective experience in their respective fields, and included representatives from the private sector, commercial public safety vendors, professional services consultants, and public safety/emergency communications practitioners.

The end product of their efforts is this detailed Information Document which addresses a range of issues and considerations government officials, PSAP administrators and others involved in an effort as complex as selecting a site (or existing facility) for a public safety answering point should review. It addresses what the working group’s members believed were the major issues related to assessing existing facilities, determining physical space requirements, identifying growth factors and a range of other issues. These include, but are not limited to, properly specifying, building and protecting a PSAP to support a community’s public safety communications needs.



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Table of Contents

1 EXECUTIVE OVERVIEW .............................................................................................................................. 2

INTELLECTUAL PROPERTY RIGHTS (IPR) POLICY ..................................................................................... 6

REASON FOR ISSUE/REISSUE............................................................................................................................... 6

2 PUBLIC SAFETY ANSWERING POINT SITE SELECTION CRITERIA ............................................... 8

2.1 ELEMENTS OF A PSAP ..................................................................................................................................... 10 2.2 PSAP SITE SELECTION PROCESS ..................................................................................................................... 10 2.3 AUTHORIZATION TO PROCEED .......................................................................................................................... 12 2.4 PROFESSIONAL ASSISTANCE ............................................................................................................................. 12 2.5 ASSIGN FULL TIME PROJECT MANAGER ............................................................................................................ 12 2.6 TASK FORCE APPROACH RECOMMENDED........................................................................................................... 13 2.7 FORMAL COMMUNICATIONS PLAN ..................................................................................................................... 13 2.8 EXISTING FACILITY ASSESSMENT ..................................................................................................................... 15 2.9 PRELIMINARY PHYSICAL SPACE REQUIREMENTS ................................................................................................ 16 2.10 SITE ANALYSIS AND SELECTION ....................................................................................................................... 18 2.11 FINANCIAL ANALYSIS ....................................................................................................................................... 18 2.12 WEIGHTED EVALUATION MATRIX ..................................................................................................................... 22

2.12.1 Matrix Construction ........................................................................................................................... 23 2.13 PSAP CONSTRUCTION PHASES ........................................................................................................................ 25

2.13.1 Initial Engagement ............................................................................................................................ 25 2.13.2 Space Needs Analysis ....................................................................................................................... 25 2.13.3 Budgeting and Funding..................................................................................................................... 25 2.13.4 Facility Design, Construction and Delivery ..................................................................................... 25

3 IMPACTS, CONSIDERATIONS, ABBREVIATIONS, TERMS, AND DEFINITIONS .......................... 26

3.1 OPERATIONS IMPACTS SUMMARY ..................................................................................................................... 26 3.2 TECHNICAL IMPACTS SUMMARY ........................................................................................................................ 26 3.3 SECURITY IMPACTS SUMMARY .......................................................................................................................... 26 3.4 RECOMMENDATION FOR ADDITIONAL DEVELOPMENT WORK .............................................................................. 26 3.5 ANTICIPATED TIMELINE ................................................................................................................................... 26 3.6 COST FACTORS ................................................................................................................................................ 27 3.7 COST RECOVERY CONSIDERATIONS .................................................................................................................. 27 3.8 ADDITIONAL IMPACTS (NON-COST RELATED) .................................................................................................... 27 3.9 ABBREVIATIONS, TERMS, AND DEFINITIONS ..................................................................................................... 28

4 RECOMMENDED READING AND REFERENCES .................................................................................. 31

EXHIBIT A: SAMPLE SITE EVALUATION SCORING AND WEIGHTING MATRIX .............................. 39

EXHIBIT B: SAMPLE PSAP SITE SELECTION CRITERIA AND DEFINITIONS ...................................... 44

EXHIBIT C: CONSTRUCTIONS METHODS / BACKGROUND INFORMATION ...................................... 50

EXHIBIT D: SAMPLE CONCEPTUAL FACILITY SITE PLAN ..................................................................... 52

ACKNOWLEDGEMENTS ...................................................................................................................................... 53



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NENA INFORMATION DOCUMENT

NOTICE

This Information Document (INF) is published by the National Emergency Number Association (NENA) as an information source for 9-1-1 System Service Providers, network interface vendors, system vendors, telecommunication service providers, and 9-1-1 Authorities. It is not intended to provide complete design or operation specifications or parameters or to assure the quality of performance for systems that process such equipment or services.

NENA reserves the right to revise this Information Document for any reason including, but not limited to:

Conformity with criteria or standards promulgated by various agencies, Utilization of advances in the state of the technical arts, Reflecting changes in the design of equipment, network interfaces, or services described

herein.

This document is an information source for the voluntary use of communication centers. It is not intended to be a complete operational directive.

It is possible that certain advances in technology or changes in governmental regulations will precede these revisions. All NENA documents are subject to change as technology or other influencing factors change. Therefore, this NENA document should not be the only source of information used. NENA recommends that readers contact their 9-1-1 System Service Provider (9-1-1 SSP) representative to ensure compatibility with the 9-1-1 network, and their legal counsel to ensure compliance with current regulations.

Patents may cover the specifications, techniques, or network interface/system characteristics disclosed herein. No license expressed or implied is hereby granted. This document shall not be construed as a suggestion to any manufacturer to modify or change any of its products, nor does this document represent any commitment by NENA or any affiliate thereof to purchase any product whether or not it provides the described characteristics.

By using this document, the user agrees that NENA will have no liability for any consequential, incidental, special, or punitive damages arising from use of the document.

NENA’s Committees have developed this document. Recommendations for change to this document may be submitted to:

National Emergency Number Association 1700 Diagonal Rd, Suite 500 Alexandria, VA 22314 202.466.4911 or [email protected]

mailto:[email protected]



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NENA: The 9-1-1 Association improves 9-1-1 through research, standards development, training, education, outreach, and advocacy. Our vision is a public made safer and more secure through universally-available state-of-the-art 9-1-1 systems and better-trained 9-1-1 professionals. Learn more at nena.org.

Intellectual Property Rights (IPR) Policy

NOTE – The user’s attention is called to the possibility that compliance with this document may require use of an invention covered by patent rights. By publication of this document, NENA takes no position with respect to the validity of any such claim(s) or of any patent rights in connection therewith. If a patent holder has filed a statement of willingness to grant a license under these rights on reasonable and nondiscriminatory terms and conditions to applicants desiring to obtain such a license, then details may be obtained from NENA by contacting the Committee Resource Manager identified on NENA’s website at www.nena.org/ipr.

Consistent with the NENA IPR Policy, available at www.nena.org/ipr, NENA invites any interested party to bring to its attention any copyrights, patents or patent applications, or other proprietary rights that may cover technology that may be required to implement this document.

Please address the information to: National Emergency Number Association 1700 Diagonal Rd, Suite 500 Alexandria, VA 22314 202.466.4911 or [email protected]

Reason for Issue/Reissue

NENA reserves the right to modify this document. Upon revision, the reason(s) will be provided in the table below.

Document Number Approval Date Reason For Issue/Reissue

NENA 56-506 07/17/2007 Initial Document

NENA-INF-039.2-2018 08/17/2018 Non-substantive and scrivener edits made for clarity during periodic review.

http://www.nena.org/

http://www.nena.org/ipr

http://www.nena.org/ipr

mailto:[email protected]



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2 Public Safety Answering Point Site Selection Criteria

The document was created primarily as an information resource for public safety practitioners with the goal of providing valuable guidance during the process of PSAP site selection. The following factors should be considered when making decisions regarding PSAP site selection:

Factors Considerations

1. Define the PURPOSE of the facility,

including operations supported and/or shared and multi-use facilities (e.g., consolidation or co-location, inclusion of an EOC).

Identifying full range of services supported by the facility, in addition to public safety communications, is an essential first step in understanding what the end-state requirements of the facility should support.

2. Evaluate CURRENT PSAP facility including infrastructure and any other specific requirements.

Assessing the existing facility’s benefits and disadvantages / strengths and weaknesses, potential for growth and expansion and other factors is essential in determining and justifying the best (or most cost-effective) course of action.

3. Consider evaluating EXISTING

BUILDINGS/FACILITIES (e.g., vacated building) that may be remodeled / converted to support the identified needs and offer space for future growth.

Many vacated or unused facilities can serve as a PSAP and support its operations if appropriately evaluated (e.g., asbestos contamination) and assessed. Benefits include considerably reduced construction costs and a more rapidly available facility.

4. Consider hiring a full time PROJECT

MANAGER to oversee the project.

Building a PSAP is a once in a lifetime undertaking - involving a plethora of contractors, craftsmen, vendors and service providers - and requires the full-time attention of someone to ensure that the agency’s needs with respect to physical space requirements are met. Preferably, the individual selected should have Project Management Professional certification.



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Factors Considerations

5. Consider hiring a CONSULTANT. A Professional Assistance organization (e.g., consultant) can provide assistance in 1) assessing the existing facility, 2) determining space requirements in the immediate and long term (future) environment and 3) developing recommended / required space requirements in the new facility. The intent is to have a third party (or qualified internal agency resource) collect and present information on the range of options available to the agency executive with respect to three (3) general courses of action: BUY, BUILD or RENOVATE. This includes purchasing new existing space, building a new facility from the ground up or modifying an existing facility.

6. Clearly define project

DELIVERABLES. As a project evolves, project deliverables come and go. As such, deliverables have to be considered at every stage of the project process according to type, timing and purpose. Project deliverables and key milestones should be established, with reporting and auditing mechanisms in place to properly align resources [e.g., project scope, resources (support, people, funding), and time] and ensure success.

7. Identify FUNDING sources.

Building or remodeling a PSAP can be a significant financial undertaking that impacts not only the organization but also the community it serves.

Though there are clearly other issues to consider, these factors will assist PSAP personnel with successful identification of PSAP site location. The remainder of this document supports the site evaluation and selection process.

The graphic on the following page illustrates the major activities that comprise an appropriate PSAP facility-centric project inclusive of project initiation to migration and



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occupation. Each activity has within it a number of subtasks linked to its major activity / task. The text box insert on the right of the page displays sample subtasks linked to Project Initiation:

2.1 Elements of a PSAP

The elements of a PSAP include physical work environment, working conditions and space planning, physical security needs, information technology, environmental factors, such as HVAC, lighting, ingress / egress, access control, and a host of other factors central to effective delivery of emergency communications to a community and its first responders. Detailed information on these topics can be found in the NENA PSAP Site Characteristics Information Document [3]

If a facility is properly planned, equipped or situated, has adequate space to support operations, security, parking, lighting or controlled access, then the ability to effectively deliver emergency communications is enhanced.

2.2 PSAP Site Selection Process

The PSAP is one of the most critical facilities in a community’s emergency communications infrastructure. As a communications facility matures (i.e., gets older), the ability of the facility to support operations as efficiently as it did in previous years begins to wane. As with any facility built for a specific purpose, the additional operations and people it takes

Project Initiation

Planning / Pre-Design

Budget / Funding

Design / Delivery

Migration

Occupation

Project Initiation

Planning / Pre-Design

Budget / Funding

Design / Delivery

Migration

Occupation

1. Assemble internal planning team

and subject matter experts (SME)

2. Identify / Document facility

problems

3. Build local political / stakeholder

support

4. Identify / Secure funding source

5. Document service philosophy (e.g.,

user satisfaction, coordination,

command/control)

6. Establish project pre-design team

7. Establish community /

organizational support for project



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on over the years often outweigh its capacity in terms of physical space needs and human/environmental factors (two of the most common complaints). When this happens, the result is usually crammed workplaces, poorly ventilated and / or illuminated workspaces, and communications operators sitting far too close to each other.

The graphic on the following page illustrates various tasks and activities (some optional) that, collectively, provides insight into the processes and touch points incorporated in reaching the decision / recommendation point: Build a new communications facility or remodel an existing one (including buy and remodel). The decision tree eventually comes to two (2) branches: Relocate or Remodel.

An additional series of tasks for each branch is also listed. You will note that both decisions stop at the same / similar point. A considerable amount of work remains to be



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completed. The point of the graphic is to articulate the role that proper planning plays in the decision-making process.

2.3 Authorization to Proceed

A formal authorization from the agency chief executive2 with a defined purpose statement (e.g., statement of work, mission objective) should be obtained by the project team leader. The intent is to clarify what the PSAP Facility Assessment Team3 will be required to deliver to the Agency Executive at the end of their engagement, and level-set expectations. A reasonable amount of time should be afforded the team (in addition to access to funds and needed supplies), along with appropriate project milestones and executive feedback to the agency executive (or designee/project champion) throughout the course of the project.

2.4 Professional Assistance

The agency executive should consider the value professional assistance (e.g., consultant) can provide in 1) assessing the existing facility, 2) determining physical space requirements in the immediate and long-term environment and 3) developing recommended / required space requirements in the new facility based on prevailing best practices or trends in critical infrastructure management4. In addition, professional assistance can also provide guidance on standards and applicable state, county and local regulations on construction of new or renovated facilities. The intent is to have an unbiased, external party collect information on the range of options available to the agency executive with respect to purchasing new existing space, building a new facility from the ground up or modifying the existing facility. Rough orders of magnitude cost estimates should also be provided for each option, along with projected timelines for project initiation to implementation (also called time to completion or TTC).

2.5 Assign Full Time Project Manager

Building a PSAP is a once in a lifetime undertaking for most public safety officials - involving a plethora of contractors, craftsmen, vendors and service providers. It requires

2 This includes the executive/s of the governing body (e.g., Mayor, Commissioner) and the necessary political

support (e.g., funding, decision-making, consensus building) needed.

3 The team charged with this assignment may have other designations such as Communications Site

Evaluation Team, Headquarters Assessment Task Force or similar titles.

4 Other services available from a consultant include requirements definition, Architectural and

Engineering services, facilities planning and a host of other services related to assessment, planning, design,

etc.



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the full-time attention of someone to ensure that each occupant’s needs with respect to physical space and design requirements are met. Agency managers and supervisors generally do not have the additional time to manage a complex project like this, and still focus on effective day-to-day emergency communications operations and emergency services delivery. Preferably, the individual selected should have Project Management Professional certification.

2.6 Task Force Approach Recommended

A team of agency representatives from a broad range of interests and specialties (operations, facilities, information technology, maintenance, radio communications, etc.) should be identified and assigned responsibilities as subject matter experts. Team members should have above average communications skills (with particular emphasis on written communications) and an intimate knowledge of their area of specialty.

Finally, a search should be conducted internally within the organization (e.g., department, local government) to determine if personnel possess certain skills and / or training that would otherwise have to be contracted to a professional assistance organization / consultant. Another resource avenue that should not be overlooked is the potential participation in the project by qualified private sector businesses that, as part of their active support of the community, provide pro-bono services to local governments and / or public sector organizations. This includes architectural support, research and analysis, budgeting and financial planning, cost-benefit analysis, project management, and a range of other skills / services needed to support the successful completion of the project.

2.7 Formal Communications Plan

The objective of a formal Communications Plan is to logically organize the announcement and promotion of the project and associated activities to internal and external audiences. In addition, the Project Communications Plan addresses communication of day-to-day operations (including projects and milestones) on an ongoing basis from the Project Manager or the Chief Executive / Project Sponsor.

The Communications Plan is intended to encourage two-way exchanges of information to effectively address key project messages, vehicles, accountability, and timing of communication to stakeholders involved in and affected by the initiative. The plan should be designed to decrease the likelihood that key constituencies may infer misleading or inconsistent information about the project.

Throughout the course of the project, full and clear communication is necessary to ensure that all stakeholders and involved parties understand any topic that impacts the organization’s success. These issues may involve positive and negative changes, problems, delays, questions, requests, and general status. The more complex the project is - especially from an organizational standpoint - the more important the communication



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becomes. Because of this, the method(s) of reliable delivery of communication must be carefully planned and managed (e.g., presentations, web site, newsletters, email).

Communications are most effective when they create a dialogue between the messenger (e.g., project manager, administrator) and the audience (e.g., stakeholders, agency executives). The Communications Plan should identify the appropriate messenger and match the messenger with the right audience and communication vehicle. The graphic on the following page summarizes common available options and lists various segments of a well-constructed Communications Plan. It is provided to illustrate various communications vehicles, messenger types, potential audiences and settings.

The Communications Plan should also address who receives what information, how, and when. This is an essential element as it establishes and sets the expectations for what documents and work products the executives, stakeholders and other interested parties can expect to receive and when they can expect to receive them. The goals in communicating about project status are three-fold:

1. Establish and maintain credibility by communicating current project status to all stakeholders / interested parties;

2. Generate a common understanding of how the activities of the project will improve the Department’s ability to achieve its mission and goals; and

3. Maintain the support and interest of powerful and important stakeholders

A properly structured Communications Plan also helps to reduce or eliminate problems that may be associated with the actual distribution of information. These problems may include undistributed information, communications to the wrong parties, and distributed information that is not of interest to those receiving it. In addition, formal communication



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can become burdensome to the program when those receiving the information want the same information but in different formats. Finally, some jurisdictions have used a project web site5 to provide updates to interested stakeholders as well as the general public.

2.8 Existing Facility Assessment

Understanding the current condition and the operational links of the systems and components of an existing facility is an essential aspect of assessing the viability of a facility to support future operations. When properly completed, the process results in a cost-effective audit and status report that links documented facility deficiencies against a set of identified space needs requirements and an existing facility’s (or site’s) ability to support them.

Developing realistic cost models (see Section 3.11: Financial Analysis) and timelines for completion (e.g., repair, renewal or replacement) of a PSAP are equally important components of a facility assessment. The table below lists a number of facility assessment criteria. Please refer to Exhibit B for additional Assessment Criteria and a Sample Assessment Worksheet / Matrix:

Facility Assessment Criteria

Criteria

Ability to expand existing facility and site Physical Site Size

Ability to support technology improvements and support systems (e.g., IT, telecom, CPE, computer room)

Proximity to Potential Man-Made Disasters (e.g., traffic accidents, hazardous materials spillage, derailments, flight path, etc.)

Expansion constraints (e.g., restrictions, regulations, ordinances, statutes)

Proximity to Potential Natural Disasters (e.g., flooding, lightning strikes)

Existing parking space (e.g., public, private, restricted)

Community crime rate (Part 1 and II crimes)

Exterior building space Community demographics

5 See http://ucc.dc.gov/ucc/lib/ucc/newsletters/issue_3.pdf for an example of an agency’s project status

“portal” using web-based communications and interactive links to other information regarding their project.

Key Facility Assessment Inputs

1. Business Functional Requirements

The operations and activities that must be

supported by the new / renovated facility

2. Available Real Estate

Total physical space requirements of all

operating units / divisions, including

interior and exterior square footage

3. Architecture / Design

Match operations and physical space

requirements to design

http://ucc.dc.gov/ucc/lib/ucc/newsletters/issue_3.pdf



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Facility Assessment Criteria

Shipping / Receiving space allocation Physical and/or Personnel Security Issues

Existing Operational Environment Facility purpose and operations supported

Identification of existing facility’s original design criteria (i.e., former warehouse converted to Police Administration Building)

Identification of existing facility’s possible inability to be remodeled while maintaining 24/7 public safety operations.

Organizations, functions, staffing, physical space consumed, etc.

Identification of Deficiencies (i.e., physical space limitations, ability to expand on existing and surrounding land)

2.9 Preliminary Physical Space Requirements

A preliminary assessment of physical space requirements should be developed. Key input into this section will be results from the Existing Facility Assessment.

Requirement Description

Number of required spaces in the facility (e.g., work areas, conference rooms, technology support, computer rooms, environmental, dispatch area, storage, employee areas)

The total number of spaces required in the facility, including public/common, private, special use, restricted and secured.

General square footage required for each space

The sum of square footage requirements of all spaces needed in the facility, including potential growth factors for all employee occupied and critical support areas (e.g., dispatch area, break room(s), quiet room, work area/s, offices, computer equipment room/s, IT/Tech support)

Perimeter security Anterior (inner perimeter) and Exterior (outer perimeter) security areas, as well as controlled access to public and restricted areas.

Space growth requirements Projected growth anticipated over a ten (10) to twenty (20) year cycle. The value of chambers of commerce, major home builders associations, and government planning organizations should be considered as key resources to provide insight into community growth projections.

Parking The total number of parking spaces needed to support the facility at full activation and during shift changes. This includes visitor,



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handicapped, employee, dedicated spaces for special events (e.g., EOC activation), mass call ups and secured/covered areas and spaces for special purpose vehicles (e.g., mobile command center, SWAT, HazMat, Bomb Squad) and local emergency management and executive officials.

Docking Facilities (shipping/receiving) Controlled access to materials handling and storage areas

Greenspace requirements A term applied in certain urban areas, where local codes and restrictions require “Greenspace” to be provided around the perimeter of the building in the form of lawn and landscaping. The amount of Greenspace required6 increases the overall site size for the facility.

Contingency support (e.g., utilities, generator fuel, UPS)

Protected areas for utility supply, generators, fuel tanks, HVAC system cooling towers

Radio/Microwave Tower Space Required vertical and horizontal distance and line-of-sight alignment required to support a communications tower.

Assessment of existing available space and surrounding land:


Identification of future physical space requirements (e.g., projected growth factor)

A review of potential consolidation of existing stand-alone and/or remote facilities into a shared / co-located facility should be completed, along with potential cost savings/cost reduction projections by way of consolidation / co-location.

Gap analysis between existing and future physical space requirements

Identification of new functions and physical space requirements of the new/remodeled facility that are not supported in the existing facility

Gap analysis between available surrounding land and

The difference in square footage or total acreage between what is needed versus what is available

6 Greenspace requirements may be influenced by applicable local, state or federal building regulations.



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required/projected square footage requirements

and analysis of the existing and/or planned site’s ability to support total (future) space requirements

2.10 Site Analysis and Selection

If the results of the preceding Facility Assessment Report indicate relocating to a new facility, various alternatives7 are likely to require assessment in order to determine the best overall course of action. The results of the Preliminary Physical Space Requirements8 task should be used to guide the selection criteria. This would include both physical building size in square footage required (real or capable) and site size in terms of total (contiguous) acreage required. Exhibit A of this document is designed to provide sample guidance in evaluating various factors and selecting the most appropriate site for a new or renovated facility.

2.11 Financial Analysis

A financial analysis of the various options is essential to lead to the final site selection. A cost comparison analysis should address the various models, as well as the risk for each to adversely affect the acquisition, construction and operation of the proposed facility. Local risk factors will also affect the cost of construction. For example:

1. In areas prone to earthquakes, base isolation construction may be required,

2. In hurricane or tornado threat regions, high wind construction is required, and

3. In regions prone to heavy snow or ice, construction to assure continuity of operations is essential.

Some communities may require construction of a “green” building, meaning that it is designed to minimally impact the environment, maximize efficiency of energy supplies, maximize recycling, minimize release of waste materials, etc. This may increase design and construction costs, but has the potential of yielding longer term decreased operational costs as alternative forms of energy are utilized.

7 One alternative that should not be overlooked is the compatibility of the new PSAP with

whatever alternate or back-up PSAP the agency may use (e.g. training and systems familiarization,

floor plan layout, dispatcher-to-dispatcher interaction, policies and protocols). 8 See Exhibit D: Sample Preliminary Site Plan for an example of a Space Requirements work product,

capturing future space needs and architectural concepts into a high level presentation.



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The cost comparison analysis models should include:

Cost Comparison Analysis Model Description

Consideration of shared use of the facility. The financial analysis should consider other uses of the facility that may benefit as an adjacency with the type of construction required for a PSAP operation. This includes co-locating the community emergency operations center, fire and or police offices, civic computer operations center, and even co-location of a neighboring PSAP/s into the building (e.g., operational consolidation, simple facility sharing).

Purchase or lease of new or existing space with modifications required to meet identified future needs

The analysis should consider the cost of real estate procurement, costs of modifications, cost of telecommunications infrastructure improvement/s, cost of other utility improvement/s (e.g., water, power, sanitation, etc.), the cost-of-access and physical plant security.

Build new custom facility on clear land. Building on clear land requires consideration of the financial impact of meeting or modifying zoning requirements, completion of an Environmental Impact Report or negative declaration thereof, and the risk that a perceived adverse effect on the neighborhood may draw political opposition. Where choices are available, access to diverse power and telecommunications facilities (including fiber networks) should be considered as well as utilization of natural terrain as part of the security design.

Modify existing facility to meet identified future needs

It is important to consider the costs of providing the physical space to meet operating requirements, including access and security requirements, modern telecommunications requirements, diverse power and sufficient other utilities. In addition, the impact on maintaining 24/7



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Cost Comparison Analysis Model Description

public safety operations during remodeling must be considered (e.g., migration plan).

Implementation Analysis / Time to Completion As the project timeline is considered, an estimation of the increased cost of construction must be factored, based both on regional cost of living adjustments and the trend of the cost of local construction. It is important that the construction be well managed to produce the finished building on time and within budget or better.

Implementation Analysis Model Description

Buy new/existing space and modify to meet identified future needs.

The analysis should consider the various factors that may affect the timing of the project when utilizing or modifying existing space. This includes potential impact on negotiations with the land owner (private or public entity), process for effecting zoning changes, local construction market estimation of time to make modifications to the existing facility, etc. Adjacent property use should be considered to ensure that incompatible businesses or government operations are not existing or planned. For example, the PSAP should not be constructed next to a facility that manufactures or stores hazardous materials or other avoidable environmental risks.

Build new custom facility from the ground up.

The implementation analysis and estimation of time to completion is most fluid when starting from scratch. The consideration of the time it takes to negotiate real estate procurement, meeting regulatory requirements – including satisfying neighborhood concerns, availability of utilities, etc., are necessary ingredients when considering new construction. As with the utilization of an existing facility in the previous section, consideration of neighboring uses may affect the successful



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Implementation Analysis Model Description

operation of a PSAP.

Modify existing facility to meet identified future needs

The timing of this model is relatively manageable by the agency assuming they are the owner of the facility and have the ability to move employees or departments to accommodate the changes needed for the remodeled PSAP. Timing may be affected by having to move an office to another part of the building or into another building, so the PSAP modifications may be delayed while the affected group is relocated.



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Regulatory Assessment A thorough assessment of applicable local, county, regional, state and federal regulatory requirements should be completed9. In some cases, an Environmental Impact Report may be required, in which case these factors should be properly detailed in the report.

Local zoning may need to be changed to allow the change in use of the property. Telecommunications towers will require permitting by federal agencies (e.g., FCC and FAA) as well as the local permitting authorities (e.g., Code Enforcement). For example, in some communities, it is very difficult to construct new communications towers because of extensive permit approval processes. The potential to co-locate needed communications equipment with existing telecommunications towers should be considered.

Finally, many communities have buildings listed on state or national registers as “historic facilities,” and have certain use challenges, including renovation and restoration restrictions. An excellent guide to understanding the processes involved with assessing historic buildings and other “protected” sites can be found in General Services Administration (GSA) document: Historic Buildings Desk Guide: Preservation Guide Desk Reference (see www.gsa.gov for more information).

2.12 Weighted Evaluation Matrix

A Weighted Evaluation Matrix10 should be used in assessing the suitability of various activities and component projects (a series of smaller projects linked to a larger one) that have an impact on a project. For the purpose of this report, various attributes or qualities of a potential PSAP location would be developed by the project team. See Task Force Approach for additional information on this issue.

A weighted evaluation matrix is a valuable decision-making tool that is often used to evaluate attributes or alternatives (including program and process) based on specific criteria weighted by relative importance11. By evaluating a project’s attributes or alternatives based on their potential impact or performance with respect to individual criteria, a value for each criterion can be identified. The values assigned to each can then be compared to create a rank order of their ability to meet / satisfy the criteria as a whole. This is usually done by multiplying the initially assigned score of a particular attribute (the raw score) by its assigned weight (resulting in a weighted score), then summing each

9 Example bodies include planning and development, construction boards, zoning and neighborhood

integrity councils, transportation departments (state and local), homeowner associations, municipal utility

districts, community transparency / acceptance, Fire Marshal.

10 For illustration purposes, a sample Weighted Value Assessment Model is provided in

Exhibit A of the Appendix to this document and is used courtesy of RCC Consultants. 11 See http://iwsp.human.cornell.edu/pubs/pdf/TOOLKIT2.PDF for additional information.

http://www.gsa.gov/

http://iwsp.human.cornell.edu/pubs/pdf/TOOLKIT2.PDF



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attribute’s weighted scores. Those with the highest total weighted score are considered more suitable than those that have lower total weighted scores.

2.12.1 Matrix Construction

The matrix itself may be constructed with the alternatives listed along one side and the review criteria along the other. A box to insert the specific assigned weight is located next to each criterion. An evaluation scale is established for the whole matrix (e.g., 5=highest, 1=lowest). The ranking of the alternative based on its ability to address the specific criteria is entered into the appropriate cell. This ranking is driven from a number of factors and is a direct reflection on the importance (or not) of a specific attribute over another. For instance, the table below uses two (2) sample criteria: One project related, the other used to evaluate the suitability of a particular site for a PSAP.

The weighted matrix treats each criterion independently, helping avoid the influence or emphasis on specific individual criteria, and can be used 1) as a means of evaluating proposed strategies, solutions or alternatives; and 2) when a decision or series of decisions are necessary in support of a project (including small ones).

Project Criterion Comments / Remarks

Implementation - Ability to Meet Schedule

If a project must be completed by a certain date (e.g., October 2007), then the Ability to Meet Schedule would be weighted relatively high in relation to other factors (even cost). Because the scheduled completion date is rigid (and assumed unmovable) a number of other factors will directly influence meeting a fixed implementation date. This includes permitting, site clearing, construction, availability of white space, number of construction work days available, union / labor issues, and a whole range of other factors that must be taken into consideration by the project manager. See the section on Project Manager for additional information.

Ability to Expand Extensibility

Relating this criterion to a PSAP, if the ability of a site to support expansion beyond initial needs is deemed high, then the criterion Ability to Expand would be weighted relatively high, depending, again, on the assigned value it receives. Grading values would be assigned (using a description of the behavior value) to each potential site evaluated by the team. Individual scores (the raw score) would be multiplied by their assigned weight with the end result reflecting the (weighted) score for that



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Project Criterion Comments / Remarks

attribute or criterion.

2.12.1.1 Sample Weighting Exercise

The table below provides an example of a scoring exercise using different weighted values for three different attributes. They are location, cost of land, and cost-of-improvements. Included is a table that provides the evaluator with the scoring values and the weighting factors:

Scoring Description Weighting Factors

5 Outstanding in Characteristic 1 = Desired

4 Meets Characteristic Very Well 2 = Important

3 Meets Characteristic More Than Adequately

3 = Critical

2 Meets Characteristic Adequately

1 Meets Characteristic Less Than Adequately

0 Lacks Characteristic

Criteria Weighting Factor

Raw Score

Weighted Score

Location 1 3 3

Cost of Land 2 4 8

Cost of Improvements 3 1 3

Criteria Total 14

The key issue driving the decision in the above example12 is financial. Not surprisingly, the two (2) criteria that have to do with money are weighted higher than the physical location of the potential site. Since it is generally more costly to install needed infrastructure (roads, utility services, etc.), the “Cost of Improvements” criteria is weighted higher (3) than the (initial) “Cost of Land” (2). The land might be a bargain and in a

12 Criteria would be developed and assigned weighting factors based on their applicability to the local

community’s environment. Using the above as examples, the weights assessed to cost of land, location and

cost of improvements will vary from one community to the next.



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GREAT location, but the added “improvement” costs to provide sewer, water, electric and such diminish the value realized by initial costs and location (so we assess it a 1).

2.13 PSAP Construction Phases

This section addresses the four (4) general phases of the construction of a new / remodeled PSAP. Each phase has a number of tasks and sub-tasks that provide critical information and / or support to the project.13

2.13.1 Initial Engagement

This phase of the project includes identifying and documenting problems with the existing facility (written documents, video, digital photographs, etc.), building an internal planning team, building and sustaining political support for the project, identifying a project champion, identifying and securing project funding, documenting the service culture of the organization, establishing a Task Force, and building and sustaining community support.

2.13.2 Space Needs Analysis

This phase of the project involves conducting a space needs analysis, evaluating various facility options (Buy, Build, Re-Use) and conducting physical site evaluations (raw and improved land).

2.13.3 Budgeting and Funding

This phase of the project includes developing preliminary project costs, obtaining project funding and securing and purchasing a suitable site (using a weighted evaluation matrix).

2.13.4 Facility Design, Construction and Delivery

This phase of the project includes delivery of professional architectural design documents (in various increments such as 50%, 75% and 100% design stages) and construction services, selection of a qualified general contractor, designing the facility, building the facility, project management, vendor coordination, whitespace14 management and coordination, quality assurance management, and development of a migration strategy.

13 See Exhibit C: Construction Methods and Background Information for additional details related

to PSAP construction.

14 Whitespace is defined as the point at which a room or facility under construction has been completed

and the user / occupant can begin the process of installing equipment, furniture, carpeting, fixtures and such.

Whitespace management and coordination is important to ensure that contractors and craftsmen (for instance)

do not report to a site at the same time, in the same work space and interfere with of each other’s jobs.



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3 Impacts, Considerations, Abbreviations, Terms, and Definitions

This document is intended to be an informative guide and resource for the public and private sector members of the National Emergency Number Association (NENA) in understanding the nuances and challenges of developing appropriate criteria for PSAPs. It is also intended to provide substantive information on the importance of using a planned, methodical approach to the development of a facility designed to support public safety communications and the professional communications staff it will house (as well as the many other operational divisions and bureaus commonly found in a PSAP).

This document is targeted at PSAP Site Selection Criteria. The information found in this document is intended to provide a basis for 1) self-assessment and 2) constructive guidance to emergency response professionals in all forms, public and private.

The most immediate benefit is to provide information and sample methodologies one should consider in selecting or assessing a facility sufficient to support PSAP operations, and the range of other organizations and functional units commonly co-located within a PSAP facility. Secondary benefits include more efficient use of time and energy by those charged with identifying relevant criteria, assessing facility requirements and clearly articulating functional and intended end-use characteristics of the facility.

3.1 Operations Impacts Summary

The strategies addressed in this NENA Information Document will provide the administrator or manager charged with the responsibility of PSAP facility planning with options that are available and will assist executives in making informed decisions about what is considered to be the most critical facility in a community’s emergency communications infrastructure.

3.2 Technical Impacts Summary

Not Applicable

3.3 Security Impacts Summary

Not Applicable

3.4 Recommendation for Additional Development Work

At this time, no recommendation is made to develop Operations standards pursuant to the issuance of this Operations Information Document.

3.5 Anticipated Timeline

Not Applicable



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3.6 Cost Factors

In making decisions concerning PSAP site selection, there will be a range of cost factors involved in renovating an existing facility, modifying a re-purposed facility, or building a new PSAP facility. PSAP Managers should consider all potential obvious costs (e.g., land improvements, initial land cost) and hidden costs (e.g., asbestos, necessary but unanticipated repairs).

3.7 Cost Recovery Considerations

Normal business practices shall be assumed to be the cost recovery mechanism.

3.8 Additional Impacts (non-cost related)

The information contained in this NENA document is not expected to have direct 9 1 1 Center operations impacts, based on the analysis of the authoring group.



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3.9 Abbreviations, Terms, and Definitions

See NENA Master Glossary of 9-1-1 Terminology, NENA-ADM-000 [1], for a complete listing of terms used in NENA documents. All abbreviations used in this document are listed below, along with any new or updated terms and definitions.

Term or Abbreviation (Expansion) Definition / Description

ADA (Americans with Disabilities Act) Federal Legislation passed into law July 26, 1990, that prohibits discrimination on the basis of disabilities.

The Americans with Disabilities Act (ADA) is a landmark civil rights law that both identifies and prohibits discrimination on the basis of disability in employment, state and local government, public accommodations, commercial facilities, transportation, and telecommunications. This Act requires all Public Safety Answering Points (PSAPs) to provide direct and equal access to emergency telephone services for people with disabilities who use teletypewriters (TTY/TDDs), which are also known as telecommunications devices for the deaf. This means that the personnel answering calls at the PSAP level must be able to directly receive TTY/TDD calls and must be able to engage in TTY/TDD conversation.

APCO (Association of Public Safety Communications Officials)

APCO is the world's oldest and largest not-for-profit professional organization dedicated to the enhancement of public safety communications. http://www.apcointl.org/

CPE (Customer Premise Equipment) Communications or terminal equipment located in the customer's facilities - Terminal equipment at a PSAP.

http://www.apcointl.org/



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EOC (Emergency Operations Center) A central command and control facility responsible for carrying out the principles of emergency preparedness and emergency management, or disaster management functions at a strategic level during an emergency, and ensuring the continuity of operation of a company, political subdivision or other organization.

FCC (Federal Communications Commission)

An independent U.S. government agency overseen by Congress, the Federal Communications Commission regulates interstate and international communications by radio, television, wire, satellite and cable in all 50 states, the District of Columbia and U.S. territories.

LEC (Local Exchange Carrier) A Telecommunications Carrier (TC) under the state/local Public Utilities Act that provides local exchange telecommunications services. Also known as:

ILEC (Incumbent Local Exchange Carrier)

ALEC (Alternate Local Exchange Carrier)

CLEC (Competitive Local Exchange Carrier)

CAP (Competitive Access Provider)

CLEC (Certified Local Exchange Carrier)

LSP (Local Service Provider)



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NENA (National Emergency Number Association)

The National Emergency Number Association is a not-for-profit corporation established in 1982 to further the goal of "One Nation-One Number." NENA is a networking source and promotes research, planning and training. NENA strives to educate, set standards and provide certification programs, legislative representation and technical assistance for implementing and managing 9-1-1 systems.

NFPA (National Fire Protection Association)

A global nonprofit organization, established in 1896, devoted to eliminating death, injury, property and economic loss due to fire, electrical and related hazards. www.nfpa.org

PIO (Public Information Office) The person(s) responsible for communications or spokespersons of organizations.

http://www.nfpa.org/



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PSAP (Public Safety Answering Point) An entity responsible for receiving 9-1-1 calls and processing those calls according to a specific operational policy.

Variations:

Primary PSAP: A PSAP to which 9-1-1 calls are routed directly from the 9-1-1 Control Office.

Secondary PSAP: A PSAP to which 9-1-1 calls are transferred from a Primary PSAP.

Alternate PSAP: A PSAP designated to receive calls when the primary PSAP is unable to do so.

Consolidated PSAP: A facility where one or more Public Safety Agencies choose to operate as a single 9-1-1 entity.

Legacy PSAP: A PSAP that cannot process calls received via i3-defined call interfaces (IP-based calls) and still requires the use of CAMA or ISDN trunk technology for delivery of 9-1-1 emergency calls.

Serving PSAP: The PSAP to which call would normally be routed.

NG9-1-1 PSAP: This term is used to denote a PSAP capable of processing calls and accessing data services as defined in NENA’s i3 specification, NENA-STA-010, and referred to therein as an “i3 PSAP”.

4 Recommended Reading and References

[1] NENA Master Glossary of 9 1 1 Terminology, NENA-ADM-000 [2] International Association of Chiefs of Police, Police Facility Planning Guidelines,

Facility Planning Model www.theiacp.org/portal/0/pdfs/publications/acf2f3d.pdf

http://www.nena.org/?page=i3_Stage3

https://www.nena.org/?page=Glossary

http://www.theiacp.org/portal/0/pdfs/publications/acf2f3d.pdf



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[3] NENA PSAP Site Characteristics Information Document NENA-INF-024.2-2018 (originally 04-502) https://www.nena.org/page/PSAP_Characteristics

[4] NFPA 1221, current edition, Chapter 4 www.nfpa.org/1221. [5] Emergency-Response-And-Operations-Facilities-Focus-Design-On-Users-Facilities-

Management-Design-Construction https://www.facilitiesnet.com/designconstruction/article/Emergency-Response-And-Operations-Facilities-Focus-Design-On-Users-Facilities-Management-Design-Construction-Feature--15468.

[6] Command-Ctr-White-Paper-2015 https://www.sdipresence.com/wp-content/uploads/2015/04/Command-Ctr-White-Paper-2015.pdf.

[7] United States Federal Emergency Management Agency, Design Guide for Improving Critical Facility Safety from Flooding and High Winds - https://www.fema.gov/media-library-data/20130726-1557-20490-1542/fema543_complete.pdf.

When developing and defining the requirements for a new Public Safety Answering Point (PSAP) to support emergency communications needs, the use of industry standards and best practices should be considered. Many local communities have developed uniform regulations whose overall intent is to improve service levels, improve quality of life, and comply with applicable standards (e.g., industry, federal, state). The table below provides an illustration by topic area and sample reference. A review of applicable local, regional, state and federal regulations should be undertaken:

The following section provides high-level information on various national interest organizations that establish standards and/or industry best practices that may impact designing, constructing, equipping and maintaining a new or remodeled facility. Four (4) of the most commonly referenced organizations / sources are listed:

1. National Fire Protection Administration 2. National Emergency Number Association 3. Americans with Disabilities Act 4. United States Department of Defense

Topic Area Sample Reference

Land use restrictions http://www.state.nj.us/dep/landuse for example legislation

Neighborhood protection

http://durhamnc.gov/ich/cb/ccpd/Documents/Applications/ Neighborhood%20Protection%20Overlay/planning_npo_process.pdf for example legislation (Note: link asks for login info; however, if you cancel, a pdf will open.)

Construction specifications

www.csinet.org – Construction Specifications Institute

http://www.nfpa.org/1221

https://www.facilitiesnet.com/designconstruction/article/Emergency-Response-And-Operations-Facilities-Focus-Design-On-Users-Facilities-Management-Design-Construction-Feature--15468



https://www.sdipresence.com/wp-content/uploads/2015/04/Command-Ctr-White-Paper-2015.pdf

https://www.sdipresence.com/wp-content/uploads/2015/04/Command-Ctr-White-Paper-2015.pdf

https://www.fema.gov/media-library-data/20130726-1557-20490-1542/fema543_complete.pdf

https://www.fema.gov/media-library-data/20130726-1557-20490-1542/fema543_complete.pdf

http://www.state.nj.us/dep/landuse

http://durhamnc.gov/ich/cb/ccpd/Documents/Applications/Neighborhood%20Protection%20Overlay/planning_npo_process.pdf

http://durhamnc.gov/ich/cb/ccpd/Documents/Applications/Neighborhood%20Protection%20Overlay/planning_npo_process.pdf

http://www.csinet.org/



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National Fire Protection Administration (NFPA) – www.nfpa.org The National Fire Protection Administration (NFPA) serves as the world's leading advocate of fire prevention and is an authoritative source on public safety. For instance, NFPA's 300 codes and standards influence

every building, process, service, design, and installation in the United States (and many of those in other

countries).

NFPA Code Description

NFPA 1 – Fire Prevention Code NFPA 1 – Uniform Fire Code

Covers the prevention of fire and explosion through the regulation of conditions that could cause fire or explosion in facilities, especially communications centers. Examples include: Inspection of permanent and temporary buildings,

processes, equipment, systems, and other fire and related life safety situations

Investigation of fires, explosions, hazardous materials incidents, and other related emergency incidents

Review of design and construction plans, drawings, and specifications for life safety systems, fire protection systems, access, water supplies, processes, and hazardous materials and other fire and life safety issues

Existing occupancies and conditions, the design and construction of new buildings, remodeling of existing buildings, and additions to existing buildings

Access requirements for fire department operations

Interior finish, decorations, furnishings, and other combustibles that contribute to fire spread, fire load, and smoke production

Storage, use, processing, handling, and on-site transportation of flammable and combustible gases, liquids, and solids

Storage, use, processing, handling, and on-site transportation of hazardous materials

Control of emergency operations and scenes Conditions affecting firefighter safety

http://www.nfpa.org/



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NFPA Code Description

NFPA 101: Life Safety Code NFPA 101 establishes a minimum threshold of safety in all new and existing buildings: From sprinklers, alarms, and egress to emergency lighting, smoke barriers, and special hazard protection.

NFPA 1221: Standard for the Installation, Maintenance and Use of Emergency Services Communications Systems

Covers the installation, maintenance and use of all public fire service communications systems and facilities

NFPA 13: Installation of Sprinkler Systems

Covers minimum requirements for the design and installation of automatic sprinkler systems in facilities, including communications centers and emergency operations centers

NFPA 1600 – Standards on Disaster/Emergency Management and

Business Continuity Programs

Establishes minimum criteria for disaster management and provides guidance to the private and public sectors in the development of a program for effective disaster preparedness response and recovery. This standard also: Establishes a common set of criteria for

disaster management, emergency management, and business continuity programs

Provides those with the responsibility for disaster and emergency management and business continuity programs the criteria to assess current programs or to develop, implement, and maintain a program to mitigate, prepare for, respond to, and recover from disasters and emergencies

Applies to both public and private programs



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National Emergency Number Association (NENA) – www.nena.org NENA fosters the technological advancement, availability, and implementation of a universal emergency telephone number (9-1-1) system. In carrying out this mission, NENA promotes on-point research, planning, training and education through its peer-review standards and model recommendation process by way of its two principal standards setting bodies: 9-1-1 Operations Committee and 9-1-1 Technical Committee. Example NENA best practices related to PSAPs include:

Operations Standards

NENA Standard Number

Type Applicability

NENA-STA-035 (originally 52-002)

Operations – Accessibility Issues

Manager’s Guide to ADA Compliance in the Communications Center

NENA-INF-017 (originally 53-001)

Operations – Contingency Planning

Communications Center, PSAP Disaster Management and Contingency Planning Model

Technical Standards

NENA Standard Number

Type Focus

06-001 (archived) Technical - Data Standards for Local Service Providers (9-1-1 LECs)


Technical – Data Local Exchange Carriers, ALI Service Providers and 911 Jurisdictions

03-004 Technical – Network E911 Functional Entity Model Recommendation


Technical – PSAP Generic Standards for E911 CPE Equipment


Technical – PSAP Master Clock Interface Standard


Technical – PSAP Generic Standards for E911 Intelligent Workstations

http://www.nena.org/

https://www.nena.org/page/archives



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Americans with Disabilities Act - http://www.dol.gov/dol/topic/disability/ada.htm and http://www.ada.gov/ (for available regulations and technical assistance manuals) Signed into law on July 26, 1990, the Americans with Disabilities Act is a wide-ranging legislation intended to make American society more accessible to people with disabilities. It is divided into five (5) titles: Employment, Public Services, Public Accommodations, Telecommunications and Miscellaneous

Title Name / Number Description

Employment (Title I) Businesses must provide reasonable accommodations to protect the rights of individuals with disabilities in all aspects of employment. Possible changes may include restructuring jobs, altering the layout of workstations, or modifying equipment. Employment aspects may include the application process, hiring, wages, benefits, and all other aspects of employment. Medical examinations are highly regulated.

Public Services (Title II) Public services, which include state and local government instrumentalities, the National Railroad Passenger Corporation, and other commuter authorities, cannot deny services to people with disabilities or deny participation in programs or activities which are available to people without disabilities. In addition, public transportation systems, such as public transit buses, must be accessible to individuals with disabilities.

Public Accommodations (Title III)

All new construction and modifications must be accessible to individuals with disabilities. For existing facilities, barriers to services must be removed if readily achievable. Public accommodations include facilities such as restaurants, hotels, grocery stores, retail stores, etc., as well as privately owned transportation systems.

Telecommunications (Title IV)

Telecommunications companies offering telephone service to the general public must provide telephone relay service to individuals who use telecommunication devices for the deaf (TTY/TDDs) or similar devices.

Miscellaneous (Title V) Includes a provision prohibiting either (a) coercing or

http://www.dol.gov/dol/topic/disability/ada.htm

http://www.ada.gov/



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threatening or (b) retaliating against the disabled or those attempting to aid people with disabilities in asserting their rights under the ADA

United States Department of Defense (US DoD): “Unified Facilities Criteria” Unified Facilities Criteria (UFC) document provides planning, design, construction, sustainment, restoration,

and modernization criteria. Reference: http://www.wbdg.org/ccb/browse_cat.php?c=4

This document provides recommendations for such things as building setback distances from streets and public thoroughfares for protection against car bombs, and other physical security measures. It could play a part in site selection if the PSAP wishes to insure that the proposed site allows room to accommodate these recommended standards. It is especially important if federal funding is to be requested to support facility construction costs.

http://www.wbdg.org/ccb/browse_cat.php?c=4



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Exhibits

Exhibit Title

Exhibit A Sample Site Evaluation Scoring and Weighting Matrix

Exhibit B Sample PSAP Site Selection Criteria and Definitions

Exhibit C Construction Methods and Background Information

Exhibit D Sample Conceptual Facility Site Plan



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Exhibit A: Sample Site Evaluation Scoring and Weighting Matrix

Scoring Description Weighting Factors

5 Outstanding in Characteristic 1 = Desired

4 Meets Characteristic Very Well 2 = Important

3 Meets Characteristic More Than Adequately

3 = Critical

2 Meets Characteristic Adequately 1 Meets Characteristic Less Than

Adequately

0 Lacks Characteristic

Criteria No.


Raw Score

Weighted Score

1

Accessibility to Site

Impact on Existing Employee Base

2

Proximity to Housing 2

Reliable Multi-Road Access

1

Availability of Public Transportation

1

Distance from Major Freeways

1

Timeliness of Vendors and Suppliers

1

2 Adequate Space for Site

Growth Flexibility 3

Ample Space for Parking

3

Ample Space for 3



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Criteria No.


Raw Score

Weighted Score

Building(s)

Ample Space for Docking Facilities

3

3 Attractive Neighbor Profile

Proximity to Potential Man-Made Disasters

3

Proximity to Potential Natural Disasters

3

Low Crime Area 2

Favorable Demographics for Life of Facility

3

4 Cost Differentials

Owned Property 3

Utility Rates 1

Relative Building Construction Cost

3

Site Preparation Cost 3

5 Electrical Power and Utilities

Available Water Utility 3

Available Sewer Utility 3

Underground Utility Source

2

Restrictions Against Operating Emergency Generators

3

Multiple Water Main Sources

1

Distance to Electrical 1



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Criteria No.


Raw Score

Weighted Score

Grid Power

Redundant Electrical Power Sources

2

6 Facility Development – If existing building

Mechanical Infrastructure (e.g., UPS, Gen, HVAC)

2

Construction Approach – New addition vs. Remodel

2

Clean-Up, Asbestos Removal, etc. for existing bldg.

2

Demolition Costs 2

7 Integrity of Site

Outside of 100-Year Flood Plain

3

Clear of Airport Traffic Patterns

3

Free of Government Restrictions

3

Free of Restrictive Right-of-Way

3

Drilling or Coring Restrictions

3

Restrictions Prohibiting Radio Towers

3

Major Soil or Geographical Constraints

3

Restricted Drainage or 3



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Criteria No.


Raw Score

Weighted Score

Run-Off Area

Restrictions on Building Size

3

8 Quality of Life / Amenities

Employee Commute – Safety & Security

3

Distance to Higher Education Resources

1

Convenient Day Care Facilities

2

Proximity to Restaurants, Health Clubs, etc.

1

Attractive & Clean Environment

2

9 Security Issues

Ample Space for Security Requirements/Fencing

3

Protection from Sabotage/Terrorist Attack (Setbacks)

3

Controllable Access 3

10 Telecommunications Availability / Access

Microwave Transmission Capabilities/Tower

Construction

3

Fiber Optic Capabilities 2

Reliable Telephone 3



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Criteria No.


Raw Score

Weighted Score

Company

Radio Transmission Capabilities/Coverage now

3

TOTAL RAW / WEIGHTED SCORE R = W =

MAXIMUM SCORE 359



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Exhibit B: Sample PSAP Site Selection Criteria and Definitions

The following is a sample listing of potential PSAP Site Selection Criteria (alphabetically sorted). The table lists the criteria and a sample description / definition related to each criterion.

Criteria Description / Definition

100-Year Flood Plain Whether the facility / site is in or out of the community’s 100-year flood plan

Airport Traffic Patterns

The approximate distance from the facility to existing airport systems and designated take-off and landing corridors (e.g., flight paths)

Building Size Restrictions

Whether the site has restrictions against total facility and / or site size

Buildings The ability of the facility / site to support expansion of existing building/s, or the placement and construction of new facility related buildings (e.g., storage)

Capacity Planning and Management

The ability of the facility to support full occupancy (e.g., emergency mobilization), allow for the efficient movement of people (e.g., shift change) and allow timely evacuation of the facility in an emergency.

Clean-Up, Asbestos Removal, etc. for

existing building

If an existing facility, the estimated costs to perform asbestos abatement services to the facility and the cumulative impact on the project schedule

Code Compliance Compliance with applicable National Fire Protection Administration (NFPA) codes (e.g., NFPA 1221), local / state electrical and other codes compliance, fire sprinklers, etc.

Communications Center Location

The ability of the facility to support placement of the communications center area away from an exterior wall

Communications Center Support

The ability of the facility to support the arrangement of the dispatching work area/s, supervisors' offices and training room/s so they are as close as possible to the computer room, enabling cabling runs to be minimized.

Construction Approach

If an existing facility, the rough order of magnitude costs and time to completion between remodeling an existing space or adding on to an existing facility



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Construction Costs Approximate cost per square foot to build / renovate a facility

Controllable Access The ability of the site to support controlled egress and ingress to the facility (e.g., natural /man made, security check points,

setbacks)

Crime Impact The level of crime experienced in the area, including opportunistic (e.g., burglary, theft) and predatory (e.g., robbery, assault) crimes

Day Care Facilities Distance of the facility to convenient day care services and their relationship to the facility

Demographics Median age of residents, community make up (residential versus commercial), median education level, median income, community composition by race, sex, etc.

Demolition Costs If an existing facility, the projected costs associated with demolishing unwanted structures and removing debris to land fill

Docking/Shipping and Receiving

The ability of the facility / site to support expansion of existing shipping and receiving / docking spaces.

Drilling or Coring Restrictions

Whether the site has drilling and / or coring restrictions

Easement/Right-of-Way Restrictions

Whether the site has adequate easement / right of way clearance and applicable distance requirements (e.g., public utility / telephone companies allowed to run lines on or under private property).

Electrical Grid Power The approximate distance of the facility / site from the regional electrical power grid. There is a relationship between distance from the grid and costs associated with supplying clean electric power to the facility

Emergency Generator Use

Any community or neighborhood-imposed prohibitions against the uses of fuel powered emergency generators

Employee Commute – Safety & Security

The impact or potential impact to employee safety while commuting to and from the facility

Employee Support Areas

The ability of the facility to support the arrangement of bathrooms, break rooms and other areas that have plumbing so there is diminished possibility that spills, leaks or other water problems could flood or damage the dispatch work area or computer room, including floor drains and scuppers.

Environment The relative attractiveness of the site and its surroundings from



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Suitability an aesthetic viewpoint (e.g., clean neighborhoods, well maintained residents and business, lack of debris and abandoned cars)

Fiber Optic Service The ability of the site to support fiber optic communications capabilities, including the construction of related infrastructure elements

Geographical Constraints

Whether the site is susceptible to geographic constraints (e.g., fault lines, sink holes, salt domes)

Government Restrictions

The existence or lack thereof of land use restrictions applicable to the site

Growth Flexibility or Extensibility

The ability of the facility / site to expand beyond existing borders to accommodate growth (parking, building expansion, etc.). Growth can be defined in vertical and horizontal terms

Higher Education Resources

Distance of the facility to local education resources (high schools, community colleges, universities)

Housing The proximity of the site to residential housing, commercial areas and such, as well as the existence of applicable zoning restrictions

Impact on Existing Employee Base

The impact or potential impact on existing employees that may have additional commute times, suffer incremental costs for transportation to/ from work, and similar quality of life issues

Information Technology and Computer Systems

The ability of the site to support incremental computing and communications demands

Litigation Costs The potential costs (both in time and money) that might be incurred due to legal challenges made by “interested parties” with regard to the construction of a new / remodeled PSAP facility and / or the placement of related facilities (e.g., tower construction). This includes, but is not limited to, legal challenges by special interest groups (e.g., environmental groups) and community based organizations (e.g., homeowner associations).

Major Freeways The closer a facility is to a major freeway or interchange system, the risk to the facility increases that it could be involved in some type of mishap on the freeway (either directly or indirectly)

Man Made Disasters Relative distance of the facility from railroad crossings and/or



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(Susceptibility) tracks, major transportation arteries, gasoline stations and other potentially threatening infrastructure elements (e.g., oil wells, water storage tanks, oil refineries, gasoline storage tanks)

Mechanical Infrastructure (e.g., UPS, Generator,

HVAC)

If an existing facility, the adequacy of existing support systems, including uninterruptible power supply (UPS), generators, and heating, ventilation and air conditioning (HVAC)

Microwave Transmission Capabilities/Tower Construction

The ability of the site to support microwave transmission capabilities (e.g., line of sight), including the construction of microwave towers

Multi-road access Existing surface transportation is adequate or of sufficient quality to support commuting employees and constituents. If not: 1. What is the estimated cost and time to

upgrade / build an adequate transportation route?

2. What is the impact to time to completion?

Natural Disasters (Susceptibility)

Relative distance of the facility from adverse geographic elements and other potentially threatening natural elements (e.g., waterfalls, rivers, dams)

Owned Property Whether the property being considered for a PSAP site is already owned by the community / city with clear title.

Parking The ability of the facility / site to support multi-use parking, including public access, employee (controlled) access, secured / restricted areas (EOC, mobile command vehicles, etc.)

Physical Security The ability of the facility to support physical security requirements, including CPED, lighting, access control, closed circuit television

Political Support

Support derived from governing bodies (e.g., councils, commissions) and their chief executives (e.g., Mayor, Commissioner) by way of their office, position, alliances with community organizations and the private sector (e.g., business

development, chambers of commerce).

Protection from Sabotage/Terrorist Attack (Setbacks)

The ability of the site to support protection of the site from potential attacks from saboteurs, terrorists and other threats (e.g., see Crime Prevention Through Environmental Design and



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CARVER Threat Assessment Model for additional information)

Public transportation Service availability to location by public transportation (e.g., bus, train, subway)

Radio Tower Restrictions

Whether the site has restrictions on radio tower construction (e.g., height, construction, proximity to neighborhoods)

Radio Transmission Capabilities/Coverage now

The ability of the site to support radio transmission capabilities over the existing coverage area. Please note that a radio transmission propagation study may be required to assess current conditions / capabilities

Redundant Electrical Power Sources

The availability of redundant electric power sources and routes of supply into the facility

Reliable Telecommunications Provider

The ability of the regional telecommunications provider to provide infrastructure, redundant and diverse routing and other telecommunications support (e.g., wire line services, E911 services, PSAP CPE technology and support)

Restaurants, Health Clubs, etc.

Distance of the facility to restaurants, health clubs and other quality of life facilities

Restricted Drainage or Run-Off Area

Whether the site has restrictions against drainage or secondary run off into community sewer systems

Security Requirements/Fencing

The adequacy of the site to support perimeter security requirements and exterior (outer) and anterior (interior) fencing needs

Sewer Utility The availability of sewer services to the facility, as well as any costs associated with extending existing sewer lines and such

Site Preparation Costs Approximate cost to clear a selected site and render it suitable for new or renovated construction (e.g., tree stumps, trash removal, demolition, reclamation)

Storage Tanks The ability of the site to support various storage tanks required to support the facility (e.g., water, oil, fuel) and any restrictions / prohibitions that might apply

Support Rooms and Facilities

The ability of the facility to support a reception area for visitors, administrative offices, employee locker room, break room, conference/meeting room, training room, (expandable) dispatch work floor, storage rooms, computer room, emergency operations room.



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Underground Utility Source

The availability of an underground utility source to the facility (including water, electric, natural gas, fuel oil).

Utility Rates Prevailing average “cost-to-beat” rates for utilities (e.g., water, gas, electric)

Vendor/Supplier Support

The more remote a facility is to a community, the time to respond by vendors tends to increase

Water Main Sources The availability of multiple water sources to the facility.

Water Utility The availability of potable water to the facility, as well as any costs associated with drilling wells, extending existing water supply lines and such



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Exhibit C: Constructions Methods / Background Information

Determining the type of construction model may be one of the first roles of the initial task force or may be the first step before the task force is formed, taken on by the agency head or “project champion." Prior to determining the scope of your project (remodel or new construction), it may be helpful to determine the type of construction model you will be using. This determination may be driven by regulatory issues within your state. Three (3) models are prevalent in the industry:

Design, Bid, Build This model is one with which most are familiar. A group, task force or committee determines a need, hires (either through a professional services contract or formal regulated process) an architect to design the remodel or new building, identifies the scope of the project (usually with the architect) puts the project through a formal regulated process to obtain a bid, and uses the low bidder to build the project. While this method is well known, familiar and most used in the public sector, it is often fraught with issues that result in failed objectives and increased cost, jeopardizing the success of the project.

Design, Build This model is similar to the first with the elimination of the formal regulated bidding process that requires that low bidder be used. While using this method may eliminate some of the issues of the first process that are associated with low bidder, it still leaves a gap in the project's process that can result in, for example, increased costs and missed issues. In this process, the architect is charged with designing the project based on the needs determined by the agency and is required to be a subject matter expert in construction as well. While one might think that it is the role of the architect to be familiar and therefore an expert with all aspects of construction, it is often not the case. Although the architect works with the owner(s) of the project to ensure that their needs are met, the critical role of ensuring that all aspects of the project's construction are coordinated is often not filled until a general contractor is in place and identifies issues either from the design plans themselves or as construction proceeds. If mitigation of these issues is unsuccessful, costly change orders are the result. If the issues cannot be mitigated, often the project is unable to meet the need identified in the original design or scope of the project.

Construction Manager At Risk This model is a method that may or may not be available depending on local / regional regulatory issues. It allows the owner or agency to develop a design/build team at the start of the project that includes the architect, general contractor/builder, project manager,



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agency personnel or task force. Normally, the task force or agency head would determine the need for the project and begin building the design/build team before determining the scope of their project, including the site selection. A qualification and interview process may be used to determine the suitability and selection of the team members including, but not limited to, the architect, general contractor, and project manager. A similar process may be used to select members of the internal agency team. While this model's title seems to indicate an opposite effect, its goal is to eliminate risk to the project by involving all the subject matter experts early in the project to ensure the project's needs are fulfilled and minimize or eliminate costly changes by ensuring issues are addressed in the design or scope definition phase. The result is less mitigation required, contract cost guarantees, better adherence to project scheduling and, for those who have used this method, a belief of an overall more successful process and project.



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Exhibit D: Sample Conceptual Facility Site Plan



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ACKNOWLEDGEMENTS

The National Emergency Number Association (NENA) PSAP Operations Document Review Working Group developed this document.

NENA Board of Directors Approval Date: 07/17/2007

NENA recognizes the following industry experts and their employers for their contributions to the development of this document.

Members Employer

Wendi Lively ENP, PSAP Operations Committee Co-Chair

Spartanburg, SC

April Heinze ENP , PSAP Operations Committee Co-Chair

INdigital Telecom

Tom Breen ENP, Technical Editor Comtech Telecommunications Corp.

Lisa Dodson ENP TriTech Software Systems

Anthony Ellis Voigt Industrial Electronics LLC

Tammy Smith Ottawa County MI

Michael Smith Equature/DSS Corp.

Chris Carver ENP NENA

Special Acknowledgements:

Delaine Arnold, ENP, Committee Resource Manager, has facilitated the production of this document through the prescribed approval process.

The PSAP Operations Document Review Working Group is part of the NENA Development Group that is led by:

Pete Eggimann, ENP, and Jim Shepard, ENP, Development Steering Council Co-Chairs

Roger Hixson, ENP, Technical Issues Director Chris Carver, ENP, PSAP Operations Director