Report Detail

Background

This annual workforce report provides members with updates on matters of strategic relevance, with the aim to report proportionately and transparently to the People Committee, while also ensuring the Forensic Services Committee objectives and reporting requirements are met.

Service back arrangements are in place, with HR, Health and Safety, Digital, Procurement, Estates and other services provided by Police Scotland to Forensic Services. Forensic Services are included in the Police Scotland reporting to the SPA People Committee. Therefore, to avoid duplication, this report highlights key Forensic Services strategic matters relevant to the SPA People Committee.

Further detail

Strategic Workforce Plan

February 2026 saw the publication of the Forensic Services Strategic Workforce Plan. The plan has been developed to ensure that Forensic Services remains resilient to future demand and that we maintain an engaged, skilled workforce capable of meeting the needs of our partners and the communities we serve.

Work to develop the Strategic Workforce Plan was undertaken in partnership with Skills for Justice, an organisation with significant experience in delivering strategic workforce plans for large public sector organisations.

The Strategic Workforce Plan includes an action plan that sets out a wide-ranging programme of activity across four pillars: (i) Workforce Planning; (ii) Education and Training; (iii) Recruitment and Retention and (iv) Workforce Composition. The plan also includes a Workforce Planning Tool which uses scenario-based planning to help prepare for the future. This involves forecasting different scenarios based on possible future events and their potential impact on the workforce.

Our Strategic Workforce Plan has been used to assist with recruitment prioritisation, and also with the development of the medium term financial planning work currently ongoing in collaboration with Police Scotland and SPA Corporate.

Forensic Services’ Approach to Inclusivity

At the SPA Forensic Services Committee in May 2026, the Forensic Services’ approach to Inclusivity was presented, where the document “At Our Best - our approach to creating the conditions in which forensic science - and the people who deliver it - can excel” Survey action plan Approach to Inclusivity. We aim to strengthen diversity and inclusion as a central part of how we operate, develop and deliver. This is a clear and sustained commitment to build a forensic workforce that is more representative of the society it serves, and to create an environment in which every individual can contribute fully and perform at their best.

Diversity and inclusion are not separate from our scientific excellence— they are fundamental to it. A workforce that brings together different perspectives, experiences and ways of thinking strengthens decision making, improves the quality of scientific interpretation and enhances resilience. An inclusive environment ensures that this diversity is realised in practice, enabling individuals to contribute with confidence and consistency.

Over the next three years, Forensic Services will seek to:

Increase workforce diversity by broadening access to forensic careers and strengthening representation across all levels

Embed inclusion in the working environment, ensuring individuals are supported, treated fairly and able to contribute fully

Strengthen fairness in progression, with transparent access to development, specialist experience and leadership pathways

Build inclusive leadership capability, ensuring leaders consistently enable high-performing teams

Establish strong governance and accountability, with clear measures, reporting and continuous improvement.

Forensic Services in Scotland will move forward with a clear commitment to diversity and inclusion. This is a commitment to building a workforce that reflects the society it serves, and to create an environment in which every individual can perform at their best. It is also a commitment to strengthening the quality, integrity and impact of forensic science.

Progress of our approach to inclusivity will be measured through workforce representation and recruitment outcomes; progression and promotion data; retention and turnover trends; colleague experience and inclusion measures such as staff surveys. 

People Plan

The Forensic Services Strategy 25-30 identifies four strategic outcomes including “Our people are empowered to provide excellent Forensic Services in a positive working environment”. Our People Plan demonstrates the organisational commitment to deliver an improved working environment and provides a roadmap of people priorities.

Refreshed in early 2026, the Forensic Services People Plan is intended to act as a tactical delivery plan by defining specific activity that focuses on delivering positive outcomes for our people. The plan is aligned to the Forensic Services Performance Framework and Business Plan.

People related matters are wide ranging and cover several key areas of activity. Some of these activities are covered in more detail in subsequent sections in this report however, these include the Strategic Workforce Plan, Inclusivity Plan, Staff Survey Working Group(s) and regular engagement with Trade Unions and Diversity Staff Associations.

People Metrics Dashboard

The People Metrics Dashboard (Appendix A) links to measurements associated with the Forensic Service Strategy and Business Plan objectives.

A core suite of people metrics are monitored for reporting purposes through our internal governance arrangements and, allows data driven insights to be identified and utilised to support continuous improvement. The data informs trend analysis and provides opportunities to shape both preventative actions and, proactive activity to address areas of identified risk.

As expected with a plan of this nature, activities are identified alongside measures of success. Owners are identified and delivery timelines are explicit within the plan, as is the measurement frequency.

In summary, at the end of the financial year 25/26

608 FTE within Forensic Services, 73% female, 27% male;

66% of recruitment resulted in internal hires, demonstrating movement and progression within the organisation;

attrition rate remains low (2.8%);

short and long term absence fluctuates throughout the year with categories of absence reviewed through the internal People Board;

employee relations matters remain relatively low with 7 grievances and 3 disciplinaries raised during the year.

Staff Survey- employee engagement

The Scottish Police Authority, Police Scotland and SPA Forensic Services undertook two staff surveys in 2024. The Your Voice Matters (YVM) and INvolve surveys reported their findings in December 2024. A further YVM survey was conducted in 2025, again reporting in December of the same year.

A comparative exercise, analysing the 2024 and 2025 surveys, was conducted in order to establish differentials, similarities and any areas which could be subject to improvement activity.

The 2025 YVM online staff survey was completed by 68% of SPA FS staff. The table below highlights the broad themes of the survey and, the differentials recorded across 2024 and 2025.

In addition, the INvolve survey identified the following top three priorities:

Develop and implement clear, measurable objectives for senior leaders regarding DEI initiatives.

Develop clear, documented career progression pathways accessible to all employees.

Offer targeted training and professional development opportunities.

In response to the survey results, a Staff Survey Working Group (SSWG) was formed, and first met in March 2025. The group now consists of 50 members of FS staff located across a wide range of departments and work locations.

Following initial and, subsequent discussions, the following areas were identified for further consideration via dedicated focus groups:

Culture

Leadership Improvement

Inclusivity and Belonging

Fairness of Opportunity

Workplace Environment

Bullying, Harassment and Victimisation (Established in Q1 2026/27).

The purpose of the SSWG is to:

Provide a staff forum for open and transparent discussion

Support detailed engagement on key areas of focus

Identify opportunities for continuous improvement

Work collectively on delivering outcomes

Report progress through FS People Board, JNCC Sub-Group and Forensic Services Committee.

Having analysed the staff survey results and identified key areas of improvement, SPA Forensic Services have developed an Action Plan that is realistic, deliverable and is linked to continuous improvement across the organisation.The Action Plan is shown in Appendix B.

Training and Development

We continue to plan for improvements in our approach to the technical and scientific training for our people. We have completed a full-scale review of our training material as part of the development of an improved technical competence framework. This framework established a consistent format for technical training modules with clearly defined learning outcomes and assessment methodologies. As training and staff competence is a key element of our Quality Management System and accreditation, this work has enhanced what was already in place and there is no risk to the delivery of forensic science activities. Forensic Services have identified that the abstraction of staff from their normal duties to train others has an impact on our performance, therefore we aim to continue to identify opportunities to improve training provision to our people.

Leadership and Management Training continues, utilising many of the resources, courses and tools available from Police Scotland. This includes HR “Focus on” sessions, Professional Management Development Programme, “How to” learning platform, Line Managers Learning hub, CPD Resource hub. Forensic Services continue to promote these resources to develop leadership capability across the organisation. A review of our internal leadership and management development programme is ongoing to ensure that we provide the most effective training for both staff who are in existing leadership roles, and for those in leadership development.

Health and Safety

There continued to be significant focus on Health and Safety during 2025-26, fostering a positive Health and Safety culture which embraces continuous improvement, keeping our staff safe. The activities involve significant collaboration with Police Scotland, Trade Union colleagues, and external organisations. The Forensic Services Health and Safety Business Plan and associated Risk Register have been updated and approved through internal governance arrangements and are being used to drive operational improvements across the business. A Forensic Services Health and Safety Manual (aligning with the principles of an international standard) and a more in-depth auditing programme for Health and Safety are also being developed.

Good progress has been made in relation to progressing the improvements identified following an external review last year.

Significant engagement and collaboration with staff, Trade Union colleagues, Police Scotland Health and Safety and Police Scotland Estates is ongoing in relation to these Health and Safety activities. Work continues with colleagues in Police Scotland Estates to troubleshoot issues regarding the historical implementation of Local Exhaust Ventilation (LEV) into the laboratory in the Scottish Crime Campus. This has also identified a need for further documentation and control in relation to air ventilation across the Forensic Services Estate.

Managers (and Leaders) across Forensic Services completed the Institution of Occupational Safety and Health (IOSH) certified Managing Safely [and Leading Safely] external courses during the financial year, to supplement the Working Safely course completed by all staff during the previous financial year. We are now assessing the realised benefits, in what could be seen as best practice, with a view to attendance on these courses when staff changes necessitate it.

Forensic Services recognise that many of our people perform difficult roles where they may be exposed to potentially traumatic scenes, images and information. To be more proactive and preventative in terms of psychological resilience, Forensic Services have been undertaking a 3-year project with an external organisation. This work involved approximately 90 Search and Recovery (Scenes) staff who attend distressing scenes and post-mortem examinations on a regular basis as part of their role. The aim was to incorporate psychological supervision into professional practice and involves regular meetings with specific, suitably trained counsellors.

Participation in these meetings were mandatory, but participation in the therapeutic process was voluntary. A recognised CORE 34 wellbeing survey is used as a tool to measure psychological wellbeing and allows an assessment of any change over time. The results have shown a positive increase in mental wellbeing over the course of the pilot to date (3 years).

Stress-related work absence has also decreased and whilst it is challenging to separate the pilot from other changes that have occurred over the time period, anecdotal feedback has been very positive about the programme and the need for more specialised support for roles such as this.

As a result, Forensic Services has secured funding for 2026/27 to expand psychological supervision across other specialised roles, to support our people and allow us to deliver our strategic outcomes and objectives.

Welfare and Wellbeing

In addition to the psychological supervision process, our staff are supported at work through ‘Lifelines’ which, is an NHS project to help staff stay safe and well at work. Lifelines is based on clinical wisdom and international research in the field of traumatic stress, and a training schedule is in place with the aim of providing an input to all Forensic Services staff.

Internally, we have a network of ‘Wellbeing Champions’ who provide support to staff through one-to-one contact and, are available to assist staff by signposting across our range of support systems.

More widely, access to Occupation Health assessments and an Employee Assistance Programme (EAP) provides mechanisms by which staff can be supported in relation to their personal welfare and wellbeing.

Organisational Change

Our Operating Model Project was established in 2019 to design and implement an operational structure which would enable the following high-level outcomes:

Faster delivery of intelligence results for acquisitive/volume crimes, with no impact to service delivery for serious crimes.

Improved staff wellbeing and improved potential career path opportunities.

Improved levels of staff and customer satisfaction.

Increased resilience to cope with fluctuating demand and improved response to complex / large scale incidents.

The implementation phase concluded in May 2026.

As a result of the operating model project Forensic Services has transformed its operational structure. Moving away from a rigid scientific disciplined based structure, we now operate in an outcome focused capability structure of Search & Recovery, Analysis, Reporting, National Services and Operational Support.

We are confident that strong foundations are now in place which will allow Forensic Services to further develop as an organisation which can meet the demands of our partners whilst investing in our people and working collaboratively to deliver scientific and technological innovation in our field.

Following staff feedback and an external review of our Search and Recovery Scenes shift pattern in 2024, an internal review was commissioned shortly thereafter, which sought to develop and implement a new pattern which improved the wellbeing of our people, while also ensuring the most effective service delivery to our partners and the communities of Scotland. Following significant dialogue with Trade Unions and extensive formal consultation with staff during 2026, the revised Search and Recovery Scenes shift pattern aims to be implemented in September 2026.

Apprenticeship Programme

1.57 In May 2025 Forensic Services introduced its first Modern Apprenticeship. Two Forensic Support Apprentices were recruited, based at the Scottish Crime Campus and in Dundee.

The Modern Apprenticeship programme combines structured workplace experience with academic learning, typically leading to a Scottish Vocational Qualification alongside on-the-job training. This initiative supports the development of a skilled and resilient workforce, promotes diversity and inclusion, and expands access to careers within forensic science.

The new Forensic Support Apprentices are being trained to provide scientific support across a number of forensic capabilities and disciplines. The role also supports our Forensic Support Officer cadre and strengthens the link between academic study and practical laboratory experience.

Forensic Services will continue to review the success of the programme and consider further apprenticeship and development opportunities that support future workforce needs and career pathways with Forensic Services.

Forensic Services Excellence Awards

The annual Forensic Services Excellence Awards will be held in September and this year has seen the highest number of nominations recorded since the awards began three years ago. This is a fantastic opportunity to celebrate excellence and innovation, recognise those members of staff whose contribution to Forensic Services has been outstanding and promote the value we attach to our people.

Trade Union and Diversity Staff Association Engagement

Forensic Services is committed to proactive engagement with trade unions and diversity staff associations. To promote positive engagement opportunities Forensic Services established, in partnership with Trade Unions, a Forensic Services JNCC Sub-Group which, meets on a monthly basis. The forum commenced in late 2024 and allows for constructive dialogue and, provides a suitable space for organisational and Trade Union decision making at an appropriate level.

In addition, informal discussions are held regularly at executive level with Trade Union leads in order to build and maintain professional working relationships.

Feedback from our people and Trade Union colleagues is that this collective approach is positive and the JNCC Sub-Group is working effectively.

Forensic Services are represented on a number of Diversity Staff Association committees and sub-groups, with the sharing of information and insights, and the opportunity to attend DSA led events for our people. It is recognised that the DSAs play an important part in delivery of our People Plan and our approach to Inclusivity.

Summary

There continues to be a focus on ensuring our people feel supported and empowered to be at their best at work, with a significant number of key activities being completed and driven forward during 2025/26. We recognise that working collaboratively with our Police Scotland colleagues, particularly in HR and Health and Safety, Trade Unions, Diversity Staff Associations and importantly our people, has allowed this work to be progressed. Our focus remains on health and safety, and improving the culture within Forensic Services.