Organization and Management

4.1 General


The forensic science laboratories, or the organization, of which it is a part, shall be legally
identifiable.
Where the  laboratory is part of a parent organization, the position of the forensic science laboratory in the overall organizational structure must be documented, for example, by use of organizational charts. The forensic science laboratories shall be organized and be operated in such a way that it meets the accreditation requirements, while performing work in its permanent, temporary or mobile facilities (including field operations and
regional laboratories). The laboratory shall clearly define and document the type and extent of the forensic science services it provides. Management must ensure that:

a. The laboratory will not engage in any activities that might diminish trust in its competence, impartiality, judgement or operational integrity.

b. The laboratory personnel are free from commercial, financial or any other pressure that might adversely affect the quality of their work.

4.2 Organizational Structure
Taking into account the interrelations of various forensic disciplines the organizational structure must group the work and personnel in a manner that ensures efficiency of operation. The laboratory Director must consider and take appropriate action to correct any discrepancies with regard to numbers of personnel when grouping work and resources. The laboratory shall normally use only those personnel who are solely employed or under contract in the laboratory. When other personnel are used, the laboratory shall ensure that all the applicable accreditation criteria are met with in respect to such personnel. The laboratory must define and document, in the form of job descriptions and organizational charts, the responsibility, authority and interrelation of all personnel who manage or perform work affecting the quality of the forensic science services. The laboratory must have technical management structure which has overall responsibility for the technical operations and the provision of the resources needed to ensure the required quality of laboratory operations. The technical management
shall also be responsible for ensuring that the accreditation requirements are met.

A member of the laboratory's managerial staff shall be appointed as the Quality Manager (howsoever named) who, irrespective of other responsibilities, shall have defined authority for ensuring that the quality system is established, implemented and maintained, and for reporting on the performance of the quality system to the management for review, and as a basis for  improvement of the quality system. The Quality Manager shall have undergone 4-days Quality
System and Internal Audit Training and ideally should have organizational autonomy from the technical operations. Where the forensic science laboratory is part of a parent organization, it may not be necessary for the laboratory to appoint its own Quality Manager. In such cases, however, a member of the laboratory's staff must be designated as being responsible for coordinating the maintenance of the quality management system in the laboratory.

The Quality Manager shall have a direct access to the highest level of the management at which the decisions are taken for the laboratory on policy and resources. The scope of the responsibilities and the authority must clearly be articulated and should include the following: 

• Maintenance of the laboratory's Quality Manual
• Monitoring of laboratory practices to verify continuing compliance with policies and procedures
• Evaluation of instrument calibration and maintenance of records
• Periodic assessment of the adequacy of report review activities,
• Ensuring the validation of new technical procedures,
• Investigation of technical problems, proposal of remedial actions and verification of their implementation
• Administration of proficiency testing and evaluation of results
• Selection, training and evaluation of internal auditors
• Scheduling and coordination of quality system audits
• Maintenance of training records of laboratory personnel
• Training recommendations to improve the quality of laboratory staff,
• Proposal of corrections and improvements to the quality system.Wherever possible, deputies must be appointed for key personnel. This must include the laboratory Director, Quality Manager and Reporting Officers.

4.3 Delegation of Authority

The laboratory Director's authority must be well defined. The laboratory Director must have authority commensurate with his/her responsibilities. There must be sufficient delegation of
authority to managerial/supervisory staff, commensurate with their responsibilities. Each  subordinate must be accountable to only one immediate supervisor per function. Performance
expectations must be well established and fully understood by the laboratory personnel.

In every organization, someone must be assigned the responsibility for the efficient and effective performance of specific functions. It is important that the persons assigned such responsibilities also be delegated with appropriate and well defined authority to act or direct the actions of others.


Effective organization is precluded unless the Director has the authority to accomplish the mission of the laboratory. As managerial responsibilities increase in scope and complexity,
delegation of authority down the organization becomes necessary. A laboratory must have a structure that ensures maximum use of the knowledge and capabilities of its staff. Authority delegated to the lowest possible level serves to achieve this goal. It is important, however, that all staff clearly understand what is expected of them.

4.4 Supervision

There must be constructive discussion between supervisors and subordinates. Supervisors must carefully and objectively review the laboratory activities, methods and personnel. Clearly documented and well understood procedures should exist for personnel evaluations. Supervisory techniques must encourage creative thinking and recognize meritorious performance.

4.5 Communication

Clear vertical, horizontal and diagonal channels of communications must exist within and outside the laboratory. Vertical channels of communication should normally be used for administrative functions. Documented procedures should exist for the following:


a. Duty hours,
b. Leave time,
c. Employees' grievances

Staff meetings must be conducted on a routine basis. Good communication is essential for effective operation. Channels of communication within the laboratory should exist for coordination of case work and to ensure wide dissemination of technical information. All lines of communication, vertical, horizontal and diagonal, should be present and open in the organization. The most important tool for maintaining open communication with laboratory
personnel is routine staff meetings.

4.6 Administrative Practices

A formal written budget must exist for the laboratory. The budget must be adequate to meet the laboratory's objectives. For example, if the objectives (quality policy statement) describe a full service laboratory providing timely results, but there is insufficient funding for staff or essential equipment in one or more of the service areas or if inadequate staffing has resulted in large back logs and lengthy turn-around time, the budget cannot be considered as adequate
to meet the objectives. 

The laboratory must have a management information system which provides information to assist it in accomplishing its objectives. Reporting officers must have access to all such information upon which the decisions can be based. Some of the information is most easily developed by, and derived from, a management information system. A management
information system is a system for the collection, manipulation, storage and retrieval of information (e.g. productivity, budget tracking) to assist laboratory management to determine how effectively and efficiently the laboratory is operating and to develop resource requirements to meet the laboratory's short and long term goals and objectives.

Prior to undertaking new contracts or commencing new forensic services, the laboratory must
ensure that:

a. The client's requirements, including the methods, are adequately defined, documented
and understood

b. It has the capability (i.e. physical, intellectual and technical ability and personnel with appropriate skills and expertise) and resources to meet the client's requirements.
Records of such reviews must be maintained.