Final Report of the Morris Inquiry: The Case for Change

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PROFESSIONAL STANDARDS 7.166 For example, Ms AA and another female colleague were sexually harassed by an officer. He was found guilty of five counts of sexual harassment and dismissed from the service on two. On appeal, the officer was reinstated and was given a reprimand and a fine. In another case, Ms OO was indecently assaulted by her line manager. He was found guilty of two counts of indecent assault and fined 13 days’ pay. 7.167 We, therefore, welcome the fact that, since we began our work, the MPS has issued guidelines on sanctions. 7.168 We believe that these will be very useful and become even more valuable if our recommendations on the disciplinary framework are accepted since it is likely that more disciplinary issues will then be devolved to OCU level. Assistant Commissioner Reviews 7.169 The Police (Conduct) Regulations 2004 (which replaced the Police (Conduct) Regulations 1999) provide for a review of the decision of a Disciplinary Panel by an Assistant Commissioner (Chief Constable outside London). We have received evidence which gives rise to a concern that the ‘reviewing officer’ may not always have as much information as is needed to make a proper decision. 7.170 We have been informed that the MPS has issued a guide on these reviews and we believe that the guide is a good first step in clarifying the process for all concerned. However, we believe that it does not go far enough in emphasising the need for the reviewing officer to be satisfied that he or she has all the information required to make a proper decision. We recommend that the MPS strengthens its guidance on Assistant Commissioner Reviews by including provisions: ii. making it clear that the reviewing officer should have access to all available documentation as of right; and ii. for the reviewing officer to be satisfied that he or she has all the necessary information required to make a proper decision. We consider that this may be a national issue. We recommend that the relevant Committee of the Association of Chief Police Officers should consider issuing guidance on Chief Constable (Assistant Commissioner) Reviews. 175
Chapter Summary This chapter deals with: THE CAPACITY TO DELIVER 8 The characteristics of a modernised police service The right structure The right systems ■ Devolution ■ Accountability ■ Communication The right culture ■ The blame culture ■ An open culture ■ Managers ■ Consultation and involvement THE CAPACITY TO DELIVER 177
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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 23. That the is
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THE CASE FOR CHANGE 36. That where
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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 2.24 Thus the C
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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 CASE FOR CHANGE [the Fairness a
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THE CASE FOR CHANGE 4.77 The Trades
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THE CASE FOR CHANGE ● An ‘inter
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THE CASE FOR CHANGE are within the
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THE CASE FOR CHANGE process without
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THE CASE FOR CHANGE money. Whatever
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THE CASE FOR CHANGE process has on
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THE CASE FOR CHANGE increased chanc
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THE CASE FOR CHANGE “Rhetoric nee
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THE CASE FOR CHANGE implementing th
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THE CASE FOR CHANGE “I think a lo
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THE CASE FOR CHANGE 5.31 We underst
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THE CASE FOR CHANGE “The organisa
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THE CASE FOR CHANGE 5.47 It appears
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THE CASE FOR CHANGE 5.60 We welcome
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THE CASE FOR CHANGE 5.68 We appreci
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THE CASE FOR CHANGE 5.72 Indeed, in
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Chapter Summary GOVERNANCE, ACCOUNT
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GOVERNANCE, ACCOUNTABILITY AND SCRU
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GOVERNANCE, ACCOUNTABILITY AND SCRU
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THE CASE FOR CHANGE with issues rel
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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 has been mad
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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 88. [Redacte
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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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