The effective administration of a forensic science laboratory focuses on intellectual capital as a strategic resource. Human resources are considered intellectual capital. Human resource practices support the intellectual capital of the forensic laboratory by making the most of the job-related behaviors of the talent pool. Laboratory structure, human resource metrics, and communication with funding agencies are integral to effective administration. This article presents an overall strategy for increasing the intellectual capital in laboratories, along with a case example that suggests developing a trusting, productive relationship between a laboratory and a forensic advisory group. In the case example, the comparison between the activities group demonstrates the potential of collaboration to improve the quality of the laboratory’s services. In particular, the key ratios provide support for professional development activities. The academic and professional expertise of the forensic advisory group was most critical in providing assistance to the laboratory. Agencies should encourage their personnel to engage in formal and continuing education activities, along with active participation in professional development. In this way, they increase the intellectual capital in their organizations. The paper begins with a definition of intellectual capital and then discusses laboratory structure and the measurement of laboratory efficiency. The paper concludes with a discussion of an overall strategy for increasing intellectual capital in forensic laboratories, offering a case example using a forensic advisory group. References