Report Detail

Background
The Forensic Services Change Programme consists of specific key projects which are directly aligned to and underpin the successful delivery of our strategic outcomes.

The current change programme active projects are:
• Operating Model – Implementation of Op Model Design including integration of Post-Mortem Toxicology.
• Forensic Services Core Operating System (FS COS) & Data Migration Project.
• Long Term Sustainable Model for Criminal Toxicology
• Centralised Purchasing

Change programme activities also include: (a) oversight & reporting of benefits realisation associated with projects; (b) oversight of response to post implementation review activity and associated recommendations.

Updates on wider change and development activity, such as the implementation of the Forensic Services Research Development and Innovation (RDI) Strategy and the Value of Forensic Science Project are also covered in this report as required.

Programme & Project Updates
Change Programme Update

the Change Programme is tracking amber against the refreshed programme roadmap contained at Appendix A. Significant progress has made with replan activity undertaken across specific projects, however we continue to navigate dependencies around the Long Term Sustainable Model for Criminal Toxicology to allow finalisation of the project timeline and await confirmation of resource to progress the Centralised Purchasing project.

Project – Operating Model
The operating model route to closure has now been mapped and presented to Forensic Services Senior Management Team (SMT). (See Appendix B).
Priority activity for this period is;
• Consolidation of Delivery Effectiveness Assessment activity.
• Completion of the Gap Analysis.
• Use the Gap Analysis findings to assess the impact of reduced investment on the strategic ambitions of the operating model project i.e. to improve both the service delivery for our partners and the working environment for our people.

Delivery Effectiveness Assessments: We have instigated a series of delivery effectiveness assessments to critically review workstreams already completed and provide an assessment of how effective they have been in delivery of intended outcomes. These are undertaken within the business, involve extensive consultation with key stakeholders and make recommendations for follow up activity to ensure intended outcomes are achieved.

Gap Analysis: Due to the change in financial landscape from initial approval of the full business case and the implementation phase it has not been possible to deliver on all key design elements associated with our operating model as laid out in the approved full business case. The gap analysis will track the extent of the financial gap and clearly define those elements of the operating model design it has not been possible to deliver within the lifecycle of the current project.

The project team will also be focusing on artefacts associated with standard project closure such as end project and lessons learned reports along with the status of benefit realisation at project closure.

We will now engage individually with each of the Heads of Function to review and agree next steps for project closure in the specific contexts of their areas of responsibility.

Operating Model Project Benefits
Approach to measurement and reporting of operating model benefits has been refreshed in preparation for transition to business-as-usual monitoring on project closure.

The Head of Change & Development has begun engagement the SMT sponsor for performance reporting to map how benefits tracking for operating model can be linked to ongoing performance reporting post project closure

Project - FS COS & Data Migration
The FS COS & Data Migration continues to track green against the replan as previously approved. Appendix C shows the most up to date version of the project road map as presented at the January Forensic Services Change Programme Board.

Technology Assurance Framework Review: As this is significant digital project, we are required to engaged with the Scottish Government Digital Assurance Office team.

This team conducts a series of independent reviews against the Technology Assurance Framework (TAF) to make sure that projects are working properly, are on track to deliver as planned, and ensure that lessons learned from previous experience in similar digital projects are reflected and embedded in future practice.

On 14-16 October, our FS COS and Data Migration project was subject to a Pre-Procurement TAF review, carried out by two independent assessors to determine whether or not the project was in sufficiently good shape to move forward to the next stage of going to market.

The Review Team, made up of industry experts, carried out an extensive analysis of our project documentation and governance structures, as well as conducting a series of one to one interviews with key team members.

We were delighted to have received overwhelming positive feedback from the team who commended the project for:
• strong governance which is supported by experienced resources across Forensic Services and Police Scotland
• The positive culture within the project
• The effective use of lessons learned from previous initiatives
• The choice of procurement route to market approach which was supported by thorough and well managed market engagement.

The Review Team specifically called out our internal engagement via the staff workshops as an area of strength, recognising how important active involvement with the actual users is to shape requirements and what the system needs to deliver for us.

We received a delivery confidence assessment of Amber/Green, which they told us is very rare to receive at this stage in such a large project, and a recommendation to the Head of Digital Assurance for Scottish Government, that the project could proceed to the next stage.

On receipt of this recommendation the project has moved on at pace, issuing an Invitation to Participate (ITP) to the market at the end of October 2025 before proceeding to the full Invitation to Tender (ITT), issued in December with closure date of February 2026.

We are assured by the calibre of potential providers who have responded to the ITT and are confident that, subject to FBC approval, we will secure a future proofed, fit for purpose solution for Forensic Services.

The ongoing support of our Police Scotland colleagues in Procurement and Digital Division is very much appreciated and remains critical to the success of the project.

Project - Long Term Sustainable Mode

Progress continues as we move forward with defined work packages and resource planning however it is not yet possible to finalise the project plan and associated timeline.

We continue to collaborate with partners as we work together in navigating project dependencies such as demand modelling and sequencing the estates procurement process and detailed cost confirmations with the FBC approvals process.

External resource to support initial feasibility work has been secured and we continue to with internal estates colleagues to progress.

The support of our Police Scotland colleagues in estates resource remains critical to successful navigation of the various dependencies impacting the planning process and we are very grateful for their support and commitment to the project.

We continue to engage with Police Scotland colleagues around the emerging findings from the Operation Seltern Drugs Driving Pilots along with strategic plans for the Drugs Driving response within Police Scotland.

Scoping work to assess the current “As is” position and to identify immediate improvement opportunities has been completed and findings presented to the October Forensic Services Change Board.

Several immediate improvements in terms of governance, ordering and supplier management have been identified and will be explored further through planned engagement via a user survey to be circulated in February.

Delivering on immediate improvements will have extensive reach across the organisation and therefore to provide assurance on business readiness for change a business impact assessment will now be undertaken.

Resource planning for the project team continues and once confirmed will allow the project governance structure to be formally established.

Strategic alignment detail
Strategic alignment to strategic police plan and other key enabling strategies

Strategic alignment Forensic Services Strategy 2025 – 2030
SO1: Our people are empowered to provide excellent forensic services in a positive working environment
• Develop our culture to ensure everyone can be at their best, valuing our differences
• Demonstrate inclusive leadership that promotes respect for all our people
• Provide training and development that supports collaboration, innovation and continuous improvement
SO2: We are sustainable adaptable and resilient to future challenges.
• Provide high-quality, flexible forensic services that meet the changing needs of communities and partners
• Embed environmental sustainability into all decision making
• Embrace technological innovation to advance forensic science
SO3: We deliver high-quality and ethical services through innovative forensic science.
• Drive research, development and innovation to improve forensic science and delivery of our services
• Ensure the highest standards of ethical behaviours at all times
• Deliver best value and continuous improvement to partners and customers
SO4: We work collaboratively with partners to serve the needs of the public and criminal justice in Scotland
• Prioritise work effectively in collaboration with partners to maximise the value of forensic science
• Invest in our partnerships to improve criminal justice and public health outcomes
• Promote the value that Forensic Services deliver for the people of Scotland

Joint Strategy for Policing 2023
Outcome 1: Threats to public safety and wellbeing are resolved by a proactive and responsive Police Service.
To achieve this outcome Police Scotland will
• 1. Keep people safe in the physical and digital world
• 2. Design services jointly to tackle complex public safety and wellbeing challenges
• 3. Support Policing through proactive prevention
Outcome 5: Policing is sustainable, adaptable and prepared for future challenges.
To achieve this Police Scotland will
• 1. Use innovative approaches to accelerate its capacity and capability for effective service delivery
• 2. Commit to making a positive impact through outstanding environmental sustainability
• 3. Support operational policing through appropriate digital tools and delivery of best value

The Forensic Services change programme is committed to ensuring that all change projects and improvement initiatives directly support the overarching strategic direction of Forensic Services.

Work continues for a high-level Forensic Services Change Programme brief which will link all project benefits & measures (Op Model, LTSM, FS COS & Data Migration, Centralised Purchasing) to updated programme outcomes.

Programme outcomes will be directly aligned to the recently refreshed Forensic Services Strategy 2025-2030 and also demonstrate links to the ongoing work within Police Scotland around their 2030 vision and Operation Evolve.

As part of this work, we intend to clearly articulate the added value that our change programme will deliver directly to partners and the wider public.

We continue to work closely with Forensic Services Leadership teams and partners, providing clear communication, messaging and consistent leadership in the aligning resources, goals and processes across all levels of the organisation.

The change programme provides a coherent and robust governance framework where progress against delivery plans can be monitored, critical interdependences mapped, risks effectively mitigated and impact to service delivery minimised.

Alignment to risk register and risk appetite

Risk alignment Project and Programme risk registers are proactively maintained, reviewed and presented through both Forensic Services internal frameworks as well as change project and programme governance boards.

Prior governance

Prior governance Project Boards for each project held on monthly or bi-monthly basis. Forensic Services Change Programme Board which meets on a quarterly basis.

Project and Programme Boards are held to
• Provide appropriate governance and ensure delivery of the key strategic outcomes as described in the Forensic Strategy.
• Successfully manage and prioritise change activity within Forensic Services
• Ensure benefits realisation is maximised and delivered successfully whilst maintaining operational performance.
• Ensure all regulatory and audit internal/external requirements are being met.

Stakeholder engagement
Stakeholder engagement Each project develops a stakeholder map specific to project scope. A Communications and Engagement plan for each project feeds into an overarching programme engagement strategy.