Final Report of the Morris Inquiry: The Case for Change

THE CASE FOR CHANGE
the role of DPS. The process to be followed will depend on the nature and source
of the allegation against the officer.
7.13 The IPCC will play a role in public complaints but responsibility for dealing
with the vast majority of conduct issues will lie with local managers supported by
HR professionals. The HR directorate will be responsible for issuing guidance to
ensure consistency of approach and of sanctions.
7.14 There will still be a need for a police as opposed to a management investigation
in cases where there is an allegation or suspicion of criminal conduct. Such an
investigation might be undertaken by the MPS or it might be given to an outside
force, where the IPCC considers that public confidence requires an external element.
7.15 If the MPS itself were to conduct the investigation, this could be the
responsibility of a specialist department, such as DPS. The MPS would have a
choice whether to retain DPS in some form.
7.16 However, we cannot presume that the changes we are recommending will
necessarily be adopted nor that change will happen quickly. Our terms of reference
require us to inquire into the MPS’ conduct of ‘policies, procedures and practices for and
resolution of complaints and allegations against individuals’. Therefore we need to consider
the work of DPS in the area of complaints and discipline under the present system.
7.17 First, we would like to comment on what we have heard about how the
directorate is perceived within the MPS.
Perceptions of the directorate
7.18 DPS is an extremely important department. It is in the frontline of preserving
the MPS’ reputation for integrity. However, if it is to succeed in that role, not only
must its own reputation be high but the way it handles investigations and deals
with people must be beyond reproach. It cannot operate in isolation and needs to
enjoy the trust and confidence of the rest of the organisation. We are concerned
that some of the evidence we have received indicates that this is not the case.
7.19 It is clearly pleasing to enjoy a reputation as ‘a world leader in dealing with issues
of professional standards’ (Foreword to the MPS Professional Standards Strategy) but if
different perceptions are held by those who experience the process, then that is a
message that the MPS and DPS itself need to hear.
7.20 We are sure that most DPS officers are conscientious and want to perform
their duties to a very high standard. However, the totality of the evidence that we
have received leaves an impression of a directorate operating outside the normal
rules of investigations, apparently with little sense of urgency or sensitivity to others.
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