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