Final Report of the Morris Inquiry: The Case for Change

THE CASE FOR CHANGE
The right systems
8.29 The right structure must be supported by the right systems. The framework
in which officers and staff have to operate must be clear and easy to understand.
It will include transparent accountability arrangements with decisions taken at the
appropriate level. Our focus is people management and devolution has a vital part
to play in providing a structure for local managers to manage the officers and staff
for whom they are responsible.
8.30 Devolution, if implemented properly, encourages initiative and innovation.
Effective communication systems, both vertical and horizontal, formal and informal,
are also essential. So too are formal procedures for disciplinary, grievance and
disputes, promoting equality and ensuring a work environment free of discrimination
and harassment. We have already dealt with the MPS’ policies and procedures on
diversity and discipline and other employment matters and do not intend saying
more here.
This section will therefore concentrate on devolution and communication.
Devolution
8.31 Our recommendations for enhancing the office of constable are aimed at
streamlining and modernising the discipline process and allowing managers to
manage. We think that enabling managers to deal with the majority of discipline
matters on a local level will provide greater flexibility and resolve issues more
quickly.
8.32 To make this process work, however, managers need to have greater
experience and confidence in dealing with strategic managerial issues.
8.33 There are various ways in which managers can be supported. One important
aspect of that support, however, is devolution of power and functions from the
centre of the MPS to the OCUs.
8.34 This is a process which is already under way, having started with devolution of
personnel functions:
“In 1995, the recommendations of the Personnel Theme paper devolved responsibility and
decision making from Personnel Department to local managers, in a range of personnel
management activities.This devolution was supported by the introduction of professionally
qualified Personnel Managers at Operational Command Unit (OCU) level and by a structure
led by Business Managers on each of the five MPS Areas.”
(Submission from Assistant Commissioner Bernard Hogan-Howe.)
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