Final Report of the Morris Inquiry: The Case for Change

THE CASE FOR CHANGE
9.69 Even lower scores were recorded in relation to training opportunities with
38% of respondents saying that they were clear about the development
opportunities available to them (-0.03 compared to a benchmark of 0.55). Only
28% agree that there is a fair and equal access to training opportunities (a mean
score of -0.24 compared to a benchmark of 0.29).
9.70 These results paint a worrying picture and are borne out by comments we
heard on our visits to London police stations:
“I can’t remember when any officer has gone on a training bus on a down day. On spare days
you get put on high visibility patrols because, say, of the state of motor crime. You have no
time therefore to look at the intranet or get your case papers done.”
“Officers get emails about e-training. It’s a 2-3 hour package. It’s that length of time for
someone who’s computer literate, so it’s going to take me 4-5 hours. But I don’t have 4-5
hours to do a training course.”
“We used to have a dedicated training day. That doesn’t happen any more.”
“99 out of 100 officers want to learn, but don’t get the chance.”
“I have been asking for training but am always told it is a week long course and that I can’t
be spared.”
“I deal with Health and Safety but have never been on a Health and Safety course.”
“Training is sporadic, especially in CID. It’s not like uniformed officers who get training every x
number of weeks.”
“There’s new legislation coming in today, it’s in force and we don’t know about it.”
“There’s a bit of an imbalance between staff and officers (with staff getting less training).
People don’t want to feel like a weak link. But if training is fitted in, it’s too late.”
9.71 Clearly, there is a gap between the MPS’ commitment to developing its
officers and staff and experience on the ground. Implementing our earlier
recommendation on the PDR process should ensure that training needs are
identified and addressed. However, we think that more can be done at both the
strategic level and also within OCUs where decisions on the training individuals
actually receive will be made.
We recommend that the Human Resources directorate should keep data on
the training undertaken by officers and staff both in terms of the time spent
on training and the training undertaken.
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