Final Report of the Morris Inquiry: The Case for Change

THE CASE FOR CHANGE
8.19 HMIC was particularly concerned that the MPS does not yet have a medium
term corporate strategy and was “struck by the sheer abundance of data produced by the
MPS combined with the relative lack of incisive analytical products and a distinct lack of costing
information.” HMIC commented that the MPA’s Internal Audit team was only able to
offer a 50 per cent reassurance on the adequacy of financial control and the
effectiveness of the systems within the MPS.
8.20 In addition, HMIC was concerned that a number of information systems and
technology budgets had been devolved and that a catalogue of available hardware
and software applications had been produced, but that the relevant directorate
does not hold records of the equipment which has been purchased and is therefore
unable to check compliance with both the corporate policy and the legal
requirements surrounding the use and licensing of computer software.
8.21 Whereas other parts of the public sector, including other police services, have
made great progress in finance and asset management in recent years, the MPS
appears to have lagged behind. No doubt one reason for this was, to quote the
MPS’ Director of Finance Services, Sharon Burd, in an interview with the Local
Government Chronicle Finance Supplement (6th April 2004), the MPS had not had
“the need to manage budgets in the same way as every other local authority and police force
does. The Home Office was sitting right behind us and would always bail out any overspending
we had; it was a bit like having a rich mummy or daddy as a teenager.”
Whatever the reason, the discipline of effective business management does not
appear to be an organisational strength.
8.22 Whilst we are told by the MPS’ Director of Resources, Keith Luck, that the
“Resources Directorate has achieved significant improvements in the MPS budget-setting
control processes” including in the areas of financial planning, information and
controls. This progress was strongly emphasised in the MPS’ response to this
criticism in draft form. However, we remain concerned that the business aspects of
the organisation have not made as much progress in recent years as they should
have done to maximise operational effectiveness.
8.23 The competing demands on the role of the Commissioner led us to consider
whether an alternative model might be more effective. We considered splitting the
various aspects of the role but received no evidence in favour of this proposition.
8.24 However, the two experts we heard from, Sir Michael Lyons and Nigel
Whittaker, could see a virtue in looking at the structure beneath the
Commissioner:
“… having established that the Commissioner is the leader of the Police Service, you then
need to get the structure right beneath that to look after both operational and business
matters, and the two are not always the same thing.” (Evidence of Sir Michael Lyons.)
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