Final Report of the Morris Inquiry: The Case for Change

THE CASE FOR CHANGE
“Integrity is not negotiable.”
MPS Professional Standards Strategy
7.1 In this chapter we examine how the MPS handles professional standards
matters, including the work of the Directorate of Professional Standards (DPS) and
the experiences of individual officers. We will make a number of observations and
recommendations, including proposing a new model of case management. If our
earlier recommendations on the regulatory framework are accepted, much of
what we have said in this chapter will be overtaken. However, given the fact that
it will take some time to move to the new framework we are advocating, we
consider that it is worthwhile making recommendations on steps the MPS can
take to improve its handling of matters relating to conduct and discipline in
the meantime.
The structure and remit of the MPS’ Directorate of Professional Standards
7.2 The Commissioner set the context for the work of DPS in his written
submission: “Integrity must be fundamental to delivering our service. Integrity must
permeate our dealings with the public and each other.” The MPS puts integrity at the
heart of its work.
7.3 DPS was established in October 2000. The new directorate brought the Central
Discipline Office, the Complaints Investigations Bureau (CIB), the Anti-Corruption
Command and the Area Complaints Units under a single command for the first time.
7.4 DPS is part of the command of the Deputy Commissioner, who is the
‘appropriate authority’ for discipline matters in the MPS as defined in the Police
(Conduct) Regulations 2004. It comprises approximately 600 police officers and
police staff, with a budget of £43 million and is led by a Deputy Assistant
Commissioner.
“The Directorate of Professional Standards are in the front line of ensuring that corrupt
officers and their abhorrent practices have no place in the organisation – their banner ‘Integrity
is non-negotiable’ sets the touchstone for the rest of the organisation.”
(Submission from the Commissioner, Sir John Stevens.)
7.5 DPS operates under a Professional Standards Strategy, which “is our ‘route-map’
and embodies a change from the more conventional approach to professional standards work.
In essence it is a move from the purely reactive model to one that includes preventative work
as well.” (Submission from DAC Roberts.) The strategy defines professional standards
as “behaviour which is consistent with the high ethical standards of policing and the MPS’
Mission, Values and Vision.”
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