Final Report of the Morris Inquiry: The Case for Change

THE CASE FOR CHANGE
5.60 We welcome the progress that appears to have resulted from the use of the
DEM and the work of the ‘diversity leads’. The model seems to be an effective tool.
However, we believe that the ‘golden thread’ will only be when all officers and staff
in the MPS see managing difference as part of their individual responsibility, rather
than the work of designated champions.
We also recommend that consideration is given to extending the Diversity
Excellence Model to other Operational Command Units and directorates.
However, we would recommend that its implementation be kept under review
to guard against it becoming another ‘tick box’ exercise.
Disproportionality in managing conduct
5.61 The lack of confidence in managing issues of difference which we have
identified has resulted in a culture where managers are not able to manage issues
of conduct and discipline consistently.
5.62 Several senior officers in the MPS have told us that the organisation has
difficulties managing conduct and discipline matters in relation to black and
minority ethnic officers:
“… front line managers are very nervous about giving robust leadership and management
when dealing with ethnic minority officers. There is a fear of allegations of racism and, in
consequence, when faced with minor misbehaviour by an ethnic minority officer, they will
either retreat into the formal disciplinary process, with all the protections that the rules
provide, or will turn a blind eye to the minor matters and only intervene at some later stage
where more serious misbehaviour has occurred and formal investigation is the only possible
course. Thus, we either let down our minority officers by failing to administer ‘tough love’ or
we retreat into the safety of formal processes.”
(Submission from DAC Stephen Roberts, MPS.)
“I do perceive a drawing back by some supervisors and managers from addressing staff issues,
whether of a performance nature or related to conduct, because of fears of being accused of
discrimination, especially racial, or fears of a Fairness at Work procedure being generated.
There is a great sensitivity about race and fairness of treatment in the organisation and I am
not suggesting this is a bad thing. However, this sensitivity appears to be manifesting itself in
supervisors and managers being reluctant to overtly tackle performance and conduct issues.”
(Submission from AC Bernard Hogan-Howe, MPS.)
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