Final Report of the Morris Inquiry: The Case for Change

THE CASE FOR CHANGE
The right structure
8.11 The right structure is one which facilitates operational success, allows leaders
to lead and drive the organisation forward and makes the most of the talents
available to it.
8.12 Operational policing is not part of our remit and we, therefore, do not intend
making any comment on the structure the MPS considers appropriate to deliver
policing to the people of London. However, our terms of reference ask us to
consider employment matters in the MPS and whether the structures of the MPS
represent good effective practice.
8.13 We have already commented on the structure the MPS has adopted to deal
with diversity and also the handling of Employment Tribunal claims.
8.14 There is, however, a wider issue which concerns the top structure of the MPS
and whether it is such that the ‘business’ aspects of the Service (finance, property,
information technology, etc.) can be run effectively and facilitate additional
operational success.
8.15 Figure 12 sets out the current structure of the MPS. It shows that responsibility
for support functions is spread across the top tier of management. For example, the
Information directorate comes under the Deputy Commissioner, whilst HR is the
responsibility of an Assistant Commissioner. The Public Affairs directorate reports to
the Commissioner himself and there is a Director of Resources who is responsible
for finance and property. Thus, the only individual with overall responsibility for
these support functions is the Commissioner himself.
8.16 The Commissioner’s role is one of extraordinary breadth. He is responsible for
operational policing in the capital and also for running a business with a budget of
over £2.5 billion and over 43,000 officers and staff. He has to provide strategic
executive management on the one hand and must deliver strategic operational
leadership on the other. We have already commented on the various individuals
and bodies to which he is accountable. He also has a significant international role.
8.17 All the component parts of his role are crucial for the effective running of the
organisation but we have received evidence of some managerial weaknesses within
the MPS. In particular, we have heard that some support functions are not being
effectively managed and co-ordinated to facilitate proper people management.
8.18 We have in mind, in particular, the criticisms of financial planning and basic
finance and asset management contained in the most recent inspection report of
the MPS from HMIC (2002 / 2003).
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