Final Report of the Morris Inquiry: The Case for Change

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THE CASE FOR CHANGE the advice upon, and for the organisation to feel comfortable to trust us to give us some very highly sensitive and confidential information.” 6.70 We are satisfied that, in the words of the IAG’s submission to us “The IAG has never shirked away from challenging the organisation or from temporarily suspending activities with the MPS when required. The role of the IAG is to challenge the thinking of the organisation and how it conducts its business.” 6.71 Nevertheless, given the importance of the role, we believe that it is time that the IAG were put on a more transparent footing. This would emphasise the vital public service which IAG members perform and ensure that the IAG has the confidence of all stakeholders. 6.72 We believe that the MPA should be responsible for the appointment of IAG members to emphasise the IAG’s independence from the MPS. This would be analogous to the appointment of independent members of discipline panels by police authorities. However, we do not consider that it is necessary for requests for IAG assistance to go through the MPA to ensure objectivity, transparency and proper accountability. We therefore recommend that the ‘Nolan Principles’ for public appointments should apply to the appointment of members of the Independent Advisory Group and that: i. their appointment should be by the Metropolitan Police Authority; ii. they should be appointed in a transparent way following open competition by public advertisement; iii. the terms of their appointment, including tenure of office and any remuneration, should be made public; and iv. candidates should be assessed for their suitability against a formal specification which should also be made public by the Metropolitan Police Authority. We also recommend that the Independent Advisory Group is properly resourced and that this should include a budget for expenditure on items such as independent professional advice (this includes legal advice), where the Independent Advisory Group believes this is necessary. 6.73 Finally, we would like to deal further with the LAG involvement in Operation Helios. We have already said that we are concerned that LAG members were not given full information and particularly that, having assisted the MPS in the Operation over some months, they were not consulted in relation either to the decision to settle Superintendent Dizaei’s Employment Tribunal claim or in relation to the terms of any settlement. 134
GOVERNANCE, ACCOUNTABILITY AND SCRUTINY 6.74 The evidence that we have received suggests that the trust and confidence which is essential between a police service and an IAG may have been severely damaged. Consideration needs to be given as to how it can best be repaired. We recommend that the Independent Advisory Group and the MPS agree a protocol in relation to disclosure of documentation and the rationale for decisions to Independent Advisory Group members. This must be based on the presumption that Independent Advisory Group members see everything that is available to the investigating officers. Where possible, this should be before decisions are taken. 135
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THE CASE FOR CHANGE PEOPLE IN THE M
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Sir William Morris OJ Chair of the
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Anesta Weekes QC 1981 Called to the
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CHAIR’S FOREWORD approach we were
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THE CASE FOR CHANGE that it is nece
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THE CASE FOR CHANGE catastrophic. T
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THE CASE FOR CHANGE investigations
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THE CASE FOR CHANGE 1.52 However, t
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THE CASE FOR CHANGE Procedures. The
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THE CASE FOR CHANGE iv. candidates
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THE CASE FOR CHANGE i) That, when a
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THE CASE FOR CHANGE “The primary
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THE CASE FOR CHANGE 2.14 The people
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THE CASE FOR CHANGE The employment
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THE CASE FOR CHANGE 2.44 Therefore
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THE CASE FOR CHANGE misconduct. For
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THE CASE FOR CHANGE 2.67 As an exam
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THE CASE FOR CHANGE 2.76 They are e
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THE CASE FOR CHANGE certainty of di
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THE CASE FOR CHANGE “The sledgeha
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THE CASE FOR CHANGE “The MPS does
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THE CASE FOR CHANGE 3.25 It is clea
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THE CASE FOR CHANGE 3.39 We also re
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THE CASE FOR CHANGE Complaints and
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THE CASE FOR CHANGE 3.58 In additio
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THE CASE FOR CHANGE 3.62 The Police
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THE CASE FOR CHANGE How will our pr
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THE CASE FOR CHANGE 3.88 As the man
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THE CASE FOR CHANGE 3.103 We agree
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THE CASE FOR CHANGE We recommend th
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THE CASE FOR CHANGE “Staff will j
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THE CASE FOR CHANGE The role of the
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THE CASE FOR CHANGE 4.21 Good manag
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THE CASE FOR CHANGE The structure o
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THE CASE FOR CHANGE 4.43 The Divers
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THE CASE FOR CHANGE grievance, the
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THE CAPACITY TO DELIVER services, f
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THE CAPACITY TO DELIVER 8.57 It com
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THE CAPACITY TO DELIVER Figure 13 A
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THE CAPACITY TO DELIVER that early
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THE CAPACITY TO DELIVER England and
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THE CAPACITY TO DELIVER We recommen
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THE CAPACITY TO DELIVER We recommen
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THE CASE FOR CHANGE “Training for
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THE CASE FOR CHANGE Figure 15 Polic
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THE CASE FOR CHANGE lot of people w
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THE CASE FOR CHANGE 9.51 Our survey
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THE CASE FOR CHANGE 9.60 HMIC point
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THE CASE FOR CHANGE 9.69 Even lower
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THE CASE FOR CHANGE Promotion and s
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THE CASE FOR CHANGE Managing indivi
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THE CASE FOR CHANGE MPS, is for the
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Chapter Summary LESSONS FOR THE FUT
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LESSONS FOR THE FUTURE occasion. It
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LESSONS FOR THE FUTURE ● 3 Februa
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LESSONS FOR THE FUTURE ● 18 Septe
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LESSONS FOR THE FUTURE and her fami
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LESSONS FOR THE FUTURE 10.37 We acc
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LESSONS FOR THE FUTURE 10.48 Failur
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LESSONS FOR THE FUTURE “The MPS h
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LESSONS FOR THE FUTURE “Learning
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LESSONS FOR THE FUTURE Deputy Assis
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LESSONS FOR THE FUTURE “I do thin
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LESSONS FOR THE FUTURE ● 27 Decem
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LESSONS FOR THE FUTURE complainants
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LESSONS FOR THE FUTURE 10.104 We ar
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LESSONS FOR THE FUTURE Detective Se
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LESSONS FOR THE FUTURE the MPS had
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LESSONS FOR THE FUTURE Delay 10.129
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LESSONS FOR THE FUTURE Lessons to b
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LESSONS FOR THE FUTURE 10.146 We ha
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THE CASE FOR CHANGE 11.9 This manif
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THE SECRETARIAT TEAM Amanda Kelly G
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THE INQUIRY PROCESS Extracts of thi
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TERMS OF REFERENCE AND COMMISSIONIN
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TERMS OF REFERENCE AND COMMISSIONIN
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THE WITNESSES Stephen Banyard, Inla
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ABBREVIATIONS AC Assistant Commissi
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Final Report of the Morris Inquiry: The Case for Change

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