Cause factor

Relevance to FSL

Relevance to stakeholders

Current status

Means of improvements

How to sustain

Future plan to sustain

Turnaround Time (TAT)

Overall time for managing the case-file in FSL exceeds clients charter time leading to complaints

Adhering to the clients charter; obtain analytical results and complete police investigation timely; judiciary decisions made timely

Longer TAT, does not adhere to clients charter

Establish team for uncovering several key factors in the delay of results.

Improve intradepartmental services within FSLs; Improved prioritization of public interest specimens/cases; A real-time TAT monitoring system (LIMS software); Increase automation systems such as barcode in SRO for samples, exhibits and in tube preparation for DNA tests; Validation of methods and calibration of instruments, Training for staff, additional staff to reduce workload

Align improvement activities with FSL objectives

Review standard operating procedures (SOPs)

Adhering to QMS

Establish the needed skills and infrastructure

Capacity building for sampling officers

Budget for automation improved

Establish new SOPs.

Include in the annual Budget.

Review the Medium term Expenditure framework (MTEF)

Revise strategic plan

Technical meetings involving main stakeholders

Put TAT reduction part of staff performance assessment

Backlog (Bg)

Impact on the FSL’s future earnings, image to the public, etc.

Extended TAT for analysis; unsatisfied external and internal clients

Very high backlog; Backlog reduction pace very slow; Pending court sessions;

Frustrated police investigators

Initiating Forensic casework backlog reduction program,

Emphasize and increase communication and collaboration across agencies involving forensic evidence

Allocation of funds for forensic casework

Research and development, enhancing FSL laboratory capacity.

Establish SOPs which will reduce wastes in process

Procure modern equipment Training for analysts on new methods

Improve national policies which include FSLs issues.

Performance of managers to include Bg issues

Laboratory capacity improvement: development of new technologies and new equipment procured

Absenteeism (Ab)

High Ab leads to unfinished forensic casework and clients complaints

Reduced productivity and staff performance

High in FSL technical personnel, highly observed in women

Managers holding employees accountable for attendance

Ensure managers understand that absences arise when employees are experiencing hardships

Keep employees motivated and consider rewarding good attendance

Proper training programs and support for the FSL management to ensure they are dealing with employees appropriately and professionally

Adjustment of HR policies and strategies

Laws relating FSL employee absences

Review and or enforce the attendance policy consistently

Consider implementing programs to improve employees wellness

Academic development (Ad)

Leads to increased scientific capacity, managerial and leadership skills;

Improved decision making in different situations;

Improved innovation

Increased credibility of FSL and improved report scrutiny

Court session performance improved

Lower chance for chemist profession than support cadres due to lack of specialized training in the region

Review the training program specifically for forensic science field

Training on short course scientific report writing.

Training short course data interpretation on complex genetic profiling

Training on legislations

Quick wins courses and capacity building

Keep track of Ad values on annual basis to study changes and taking action

Identify gaps and redundancies in labs and move staff

Longevity (Lc)

Staff experience and long stay in FSL;

Enhancing the quality of output;

Part of staff broad knowledge, expertise

Increased competencies and ability to perform analytical work to the client’s needs

Few staff with high Lc in FSL; Lower Lc values in general

Consider the factor(s) which motivate the FSL staff to continue working in FSL

Policy changes by valuing their work and input/output

Develop succession and competence plan for the different disciplines

Improve payment package; Retirement benefits/prizes; initiate long stay prizes

Supply Chain Management Time (Tsc)

Tsc measures timeliness of supplies and services to FSL

Tracking of procured supplies to provide quality and timely laboratory services

Suppliers of goods and services are also cause delays and complaints on internal process delayed; cycle completion involve performance of staff within FSL and external agents

Identify specific targets for supply chain enhancements such as reduced Tsc;

Shipping from manufacturers directly;

Train all FSL staff on supply chain management;

Communicate with all staff involved in the SCM on: what, why, who and when, so as to avoid surprises.

Assure clarity of roles and responsibilities for all SCM players

Develop new SOPs on SCM;

Establish supply chain metrics related to FSL competitiveness;

Collect and manage relevant information;

Analyze to identify bottlenecks

Establish supplier list for FSL

Develop software tailored for FSLs issues such as EPICOR, LIMS, etc.

Appropriate allocation of funds for procurement