Final Report of the Morris Inquiry: The Case for Change

PROFESSIONAL STANDARDS
trust us with confidential information and an impression that the directorate’s work
is of such a high standard that it had nothing to learn from anywhere else.
7.42 We were particularly keen to look at best practice in all the areas we were
considering. We asked at an early stage about how DPS ensures it is able to
assimilate best practice from other sources. The answer revealed that it is clear that
DPS considers itself to represent good practice with little to learn from elsewhere:
“I would say in matters of officer standards and integrity:
a. there is a close dialogue between the MPS and organisations such as ACPO and HMIC;
b. the MPS is seen as a leader in creating and developing best practice.”
(Submission from DAC Roberts, MPS.)
7.43 We have seen much good practice during our visits to other police services,
and also in our discussions with witnesses, but it is always the case that any
organisation can learn from elsewhere.
7.44 Another example of this attitude is DPS’ failure to take up the recommendations
of the Review of Operation Lancet at an early stage, despite the fact that they were
being adopted across the country and are cited as best practice by the IPCC.
7.45 We will reflect further on perceptions of DPS when we deal with the experiences
of individuals and the criticisms of how particular investigations were handled.
We recommend that the Commissioner orders a fundamental review of the
Directorate of Professional Standards, to be personally assured that the policies
governing the practices and procedures of the directorate hold senior managers
fully to account for the conduct and management of discipline investigations.
Appointments to the directorate
7.46 A dynamic professional standards department requires the right people. This
is crucial to its effectiveness and to the confidence it inspires both internally and
externally. There also needs to be a regular interchange of personnel with other
parts of the service, always balancing the need to retain the correct level of
experience and expertise. DPS agrees with this analysis.
7.47 The success of DPS depends upon having the strongest and best people
leading the directorate to ensure that it uses best MPS practices and does not
develop a culture of its own.
7.48 One of the ways of developing a vibrant organisational culture is to ensure
regular injections of new individuals and ideas. There is always a danger that, if
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