Final Report of the Morris Inquiry: The Case for Change

DELIVERING FOR A SAFER LONDON
“The first lesson I learned is to be careful when you are running a large
organisation, to keep the windows open, keep looking outside and not
to get too pompous about where you might learn lessons from.”
Sir Michael Lyons
11
11.1 During the course of the past year we have had a unique opportunity to
examine one of the largest and most important organisations in the country. It has
been a fascinating experience with many highlights.
11.2 One of the most interesting parts of our work involved meeting some of the
people who carry out the day to day work of the MPS. We were very grateful for
the opportunity to experience policing London during our night out on patrol with
officers in Lambeth. We also enjoyed meeting officers and staff during our visits to
London police stations, New Scotland Yard, Tintagel House, Regency Street, Cobalt
Square and the Hendon Training Centre.
11.3 We were impressed by the people we met and consider that the MPS is
fortunate to have such a committed workforce.
11.4 We recognise that policing London is an ever greater challenge and there is
no doubt that the people who make up the MPS rise to that challenge on a daily
basis, often at great personal cost. We feel privileged to have been able to
experience the MPS at first hand.
11.5 We began our work by stating publicly that we did not just want to know
what was wrong with the MPS but also what was right with it. Most importantly,
we wanted to know what needed to be done to make it better. We remain
impressed with the commitment and loyalty of the people we saw, even those
who have experienced ‘ups and downs’.
11.6 During the Inquiry, we found much that was good about the MPS, as well as
areas where we considered improvements could be made. We have dealt with both
in our report and we hope that the recommendations we have made will assist the
MPS in moving forward.
11.7 The MPS itself recognises that “how it treats, uses and plans for” its people
will be crucial to its future success and its ability to meet key policing objectives.
We concur with that view and it is against that background that we make these
concluding remarks.
11.8 Our Inquiry focused on professional standards and employment matters
and we examined a wide range of issues around how the MPS treats and manages
its officers and staff. If there is one theme which ran through all our work, it is
that so-called ‘people issues’ do not appear to be accorded the prominence they
deserve within a modernised police service.
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