Final Report of the Morris Inquiry: The Case for Change

THE CAPACITY TO DELIVER
● “Is an integrated service with a clear vision regarding its future direction and the
people and skills required to deliver this.
● Has a clear focus on improving operational performance.
● Engages effectively with local communities.
● Recognises and rewards the skills and professionalism of the entire workforce.
● Is representative of staff from diverse backgrounds with diverse skills.
● Has flexible entry and exit points.
● Operates flexible and integrated reward structures and terms and conditions.
● Is locally managed but within enabling national frameworks and standards.
● Has an inclusive culture.
● Benefits from effective leaders at all levels with the vision, time and resources to drive
modernisation activity, both within the service and across organisational and
professional boundaries.
● Works effectively in partnership with other organisations.
● Is not fixated with internal boundaries and functional silos.”
8.5 There is considerable overlap between these two sets of attributes. Drawing on
the views of both ACAS and HMIC, we see an effective organisation as one with the
right structure, the right culture, the right systems, the right people with the right
skills and, above all, the right leadership.
8.6 This is the yardstick against which we will examine the MPS and make
recommendations to assist in developing the capacity we believe it needs to
become a modernised police service.
8.7 We were greatly assisted in our consideration of the matters in this and the
following chapter by the evidence of Sir Michael Lyons and Nigel Whittaker.
8.8 Sir Michael was Chief Executive of Birmingham City Council, the largest local
authority in the country, for many years and now has a portfolio career. He holds a
number of non-executive positions and is deputy chairman of the Audit
Commission. He was a member of the Independent Fire Service Review (the Bain
Review) and led the review of public sector relocation for the Chancellor of the
Exchequer and the Deputy Prime Minister.
8.9 Nigel Whittaker’s background is in the private sector. He has spent many years
working on corporate reputation management with large companies. For over 12
years he was a main board director of European retailer Kingfisher plc, including
roles as Chairman of B&Q and Group Corporate Affairs Director. He served as
Chairman of the Government’s Deregulation Taskforce for Retail, Tourism and Small
Business.
8.10 We consider ourselves fortunate to have been able to secure the assistance of
such eminent individuals and would like to record our thanks for their contribution
to our work.
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