Final Report of the Morris Inquiry: The Case for Change

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Chapter Summary This chapter deals with: The Inquiry’s work The Metropolitan Police Service Governance Policing London PATHWAY TO CHANGE 2 The employment status of police officers and police staff ■ The office of constable ■ The employment status of police officers ■ The employment status of police staff The need for change PATHWAY TO CHANGE 29
THE CASE FOR CHANGE “The primary function of a constable is the preservation of the Queen’s Peace.” Christopher Fox, President of ACPO The Inquiry’s work 2.1 The Inquiry was commissioned by the Metropolitan Police Authority (MPA) and its remit was to inquire into professional standards and employment matters in the Metropolitan Police Service (MPS). We were asked to focus, in particular, on the MPS’ policies, procedures and practices for handling complaints and allegations against individuals, grievances and workplace disputes, as well as Employment Tribunal claims. We were also asked to identify lessons to be learnt from recent high profile cases. 2.2 It was a challenging task and our evidence gathering process lasted for over six months. We received in excess of 1,400 documents and heard extensive oral evidence. A wide range of stakeholders contributed to our work. These included the Commissioner, the Deputy Commissioner and other senior officers in the MPS, as well as the MPA itself. 2.3 We also heard from the Police Federation (National and Metropolitan), the Trades Unions operating in the MPS, the National and Metropolitan Black Police Associations, other staff associations operating in the MPS, a number of national bodies, other public sector organisations, and the private sector. 2.4 We are grateful to them all but we are particularly grateful to those individuals who took the time to share their experiences with us. We have anonymised their contributions and they appear either as IND 1 – 51 or as Mr / Ms AA – PP. Individuals in the latter category gave oral evidence at one of our hearings. 2.5 We are grateful for the Commissioner’s personal support for our work, his encouragement to all MPS personnel that they should co-operate with the Inquiry and his determination “that the inquiry will contribute to a different MPS – one that is better able to meet the challenges of policing a complex modern society.” We hope that this report lives up to his confidence that “lasting improvements to policing in London and to the reputation of the Service will result.” 2.6 We have been out on patrol with officers from Lambeth Borough Operational Command Unit, visited 14 London police stations, the Hendon Training Centre, New Scotland Yard and other central London MPS buildings, as well as spending a day each with Greater Manchester Police, Merseyside Police and West Midlands Police. We found those visits invaluable and would place on record our thanks to all those who worked so hard to make them a success. 30
Page 1 and 2: THE CASE FOR CHANGE PEOPLE IN THE M
Page 3 and 4: Sir William Morris OJ Chair of the
Page 5 and 6: Anesta Weekes QC 1981 Called to the
Page 7 and 8: CHAIR’S FOREWORD approach we were
Page 9 and 10: THE CASE FOR CHANGE that it is nece
Page 11 and 12: THE CASE FOR CHANGE catastrophic. T
Page 13 and 14: THE CASE FOR CHANGE investigations
Page 15 and 16: THE CASE FOR CHANGE 1.52 However, t
Page 17 and 18: THE CASE FOR CHANGE Procedures. The
Page 19 and 20: THE CASE FOR CHANGE iv. candidates
Page 21 and 22: THE CASE FOR CHANGE i) That, when a
Page 23 and 24: THE CASE FOR CHANGE 23. That the is
Page 25: THE CASE FOR CHANGE 36. That where
Page 29 and 30: THE CASE FOR CHANGE 2.14 The people
Page 31 and 32: THE CASE FOR CHANGE 2.24 Thus the C
Page 33 and 34: THE CASE FOR CHANGE The employment
Page 35 and 36: THE CASE FOR CHANGE 2.44 Therefore
Page 37 and 38: THE CASE FOR CHANGE misconduct. For
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Page 45 and 46: THE CASE FOR CHANGE “The sledgeha
Page 47 and 48: THE CASE FOR CHANGE “The MPS does
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Page 53 and 54: THE CASE FOR CHANGE Complaints and
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Page 57 and 58: THE CASE FOR CHANGE 3.62 The Police
Page 59 and 60: THE CASE FOR CHANGE How will our pr
Page 61 and 62: THE CASE FOR CHANGE 3.88 As the man
Page 63 and 64: THE CASE FOR CHANGE 3.103 We agree
Page 65 and 66: THE CASE FOR CHANGE We recommend th
Page 67 and 68: THE CASE FOR CHANGE “Staff will j
Page 69 and 70: THE CASE FOR CHANGE The role of the
Page 71 and 72: THE CASE FOR CHANGE 4.21 Good manag
Page 73 and 74: THE CASE FOR CHANGE The structure o
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THE CASE FOR CHANGE grievance, the
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THE CASE FOR CHANGE [the Fairness a
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THE CASE FOR CHANGE 4.77 The Trades
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THE CASE FOR CHANGE ● An ‘inter
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THE CASE FOR CHANGE are within the
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THE CASE FOR CHANGE process without
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THE CASE FOR CHANGE money. Whatever
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THE CASE FOR CHANGE process has on
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THE CASE FOR CHANGE increased chanc
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THE CASE FOR CHANGE “Rhetoric nee
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THE CASE FOR CHANGE implementing th
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THE CASE FOR CHANGE “I think a lo
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THE CASE FOR CHANGE 5.31 We underst
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THE CASE FOR CHANGE “The organisa
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THE CASE FOR CHANGE 5.47 It appears
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THE CASE FOR CHANGE 5.60 We welcome
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THE CASE FOR CHANGE 5.68 We appreci
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THE CASE FOR CHANGE 5.72 Indeed, in
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Chapter Summary GOVERNANCE, ACCOUNT
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GOVERNANCE, ACCOUNTABILITY AND SCRU
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THE CASE FOR CHANGE “Integrity is
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THE CASE FOR CHANGE the role of DPS
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THE CASE FOR CHANGE “My personal
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THE CASE FOR CHANGE networked group
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THE CASE FOR CHANGE people are too
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THE CASE FOR CHANGE 7.58 The report
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THE CASE FOR CHANGE 7.69 We conside
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THE CASE FOR CHANGE Figure 8 Recomm
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THE CASE FOR CHANGE 7.86 Whilst we
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THE CASE FOR CHANGE 7.94 One of the
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THE CASE FOR CHANGE 7.101 In additi
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THE CASE FOR CHANGE by DPS investig
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THE CASE FOR CHANGE We recommend th
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THE CASE FOR CHANGE Treating all th
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THE CASE FOR CHANGE 7.128 As a matt
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THE CASE FOR CHANGE 7.135 We unders
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THE CASE FOR CHANGE 7.144 We are co
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THE CASE FOR CHANGE task of the Inv
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THE CASE FOR CHANGE 7.160 In their
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Chapter Summary This chapter deals
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THE CAPACITY TO DELIVER ● “Is a
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THE CAPACITY TO DELIVER Figure 12 P
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THE CAPACITY TO DELIVER “… so t
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THE CAPACITY TO DELIVER 8.35 Devolu
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THE CAPACITY TO DELIVER services, f
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THE CAPACITY TO DELIVER 8.57 It com
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THE CAPACITY TO DELIVER Figure 13 A
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THE CAPACITY TO DELIVER that early
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THE CAPACITY TO DELIVER England and
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THE CAPACITY TO DELIVER We recommen
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THE CAPACITY TO DELIVER We recommen
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THE CASE FOR CHANGE “Training for
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THE CASE FOR CHANGE Figure 15 Polic
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THE CASE FOR CHANGE 9.16 It is impo
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THE CASE FOR CHANGE 9.27 Given what
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THE CASE FOR CHANGE lot of people w
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THE CASE FOR CHANGE 9.51 Our survey
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THE CASE FOR CHANGE 9.60 HMIC point
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THE CASE FOR CHANGE 9.69 Even lower
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THE CASE FOR CHANGE 9.77 The proble
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THE CASE FOR CHANGE Promotion and s
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THE CASE FOR CHANGE 9.94 We are not
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THE CASE FOR CHANGE Managing indivi
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THE CASE FOR CHANGE 9.115 Work / li
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THE CASE FOR CHANGE with issues rel
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THE CASE FOR CHANGE MPS, is for the
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Chapter Summary LESSONS FOR THE FUT
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LESSONS FOR THE FUTURE occasion. It
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LESSONS FOR THE FUTURE ● 3 Februa
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LESSONS FOR THE FUTURE ● 18 Septe
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LESSONS FOR THE FUTURE and her fami
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LESSONS FOR THE FUTURE 10.37 We acc
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LESSONS FOR THE FUTURE 10.48 Failur
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LESSONS FOR THE FUTURE “The MPS h
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LESSONS FOR THE FUTURE “Learning
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LESSONS FOR THE FUTURE has been mad
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LESSONS FOR THE FUTURE Deputy Assis
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LESSONS FOR THE FUTURE “I do thin
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LESSONS FOR THE FUTURE ● 27 Decem
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LESSONS FOR THE FUTURE complainants
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LESSONS FOR THE FUTURE 10.104 We ar
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LESSONS FOR THE FUTURE 88. [Redacte
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LESSONS FOR THE FUTURE Detective Se
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LESSONS FOR THE FUTURE the MPS had
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LESSONS FOR THE FUTURE Delay 10.129
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LESSONS FOR THE FUTURE Lessons to b
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LESSONS FOR THE FUTURE 10.146 We ha
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THE CASE FOR CHANGE 11.9 This manif
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THE SECRETARIAT TEAM Amanda Kelly G
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THE INQUIRY PROCESS Extracts of thi
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TERMS OF REFERENCE AND COMMISSIONIN
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TERMS OF REFERENCE AND COMMISSIONIN
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THE WITNESSES Stephen Banyard, Inla
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ABBREVIATIONS AC Assistant Commissi
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Final Report of the Morris Inquiry: The Case for Change

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