Final Report of the Morris Inquiry: The Case for Change

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THE INQUIRY PROCESS 1. The Inquiry was established as an independent and impartial inquiry by the MPA, which set out its terms of reference. The Members of the Inquiry, Inquiry Secretary and Inquiry Solicitors were independent of the MPA, the MPS and all other organisations and individuals who were likely to wish to contribute to the Inquiry process. 2. The Secretary to the Inquiry invited written submissions from individuals and organisations which the Inquiry believed might be able to assist them in their task. The Inquiry also invited written submissions from any interested organisations, groups and individuals who believed they had relevant information falling within its terms of reference. 3. The Inquiry then considered the written submissions it had received, and invited the individuals and organisations that it believed could assist further to do so by giving oral evidence at a hearing. 4. The Inquiry received extensive written submissions and heard in total from 109 witnesses at its hearings, the first of which was held on 18 February 2004. Of these, Inquiry Members had further questions for 10 witnesses, who attended the Inquiry to give evidence a second time. Hearings were held in public, except in a small number of cases where the Inquiry was anxious to protect the identity of individuals. All questions were asked by Members of the Inquiry. 5. The Inquiry also held a forum for women in the MPS, attended by approximately 40 officers and staff. 6. Individual Inquiry Members visited 14 police stations in MPS borough operational command units, the Hendon Training Centre, New Scotland Yard and other central London MPS buildings. They spoke to groups of officers and members of staff working there. 7. In addition, the Inquiry spent a day with each of the Greater Manchester Police Service, the Merseyside Police Service and the West Midlands Police Service. 8. The Inquiry considered nine cases designated as ‘high profile cases’. In seven of these cases, the Inquiry was assisted by reports prepared by two former senior police officers, Dennis McGookin and Bernard Postles, and an experienced human resources practitioner, Dennis Roberts. 9. The Inquiry published all the submissions it received on its website, together with transcripts of its hearings and notes of its visits to police stations and other police services. The evidence and submissions were redacted where appropriate to prevent the identification of individuals. 10. The Inquiry’s last hearing was held on 6 July 2004. After that date, the Inquiry was engaged in considering the material before it and drafting its report. By mid-September 2004, the Inquiry had completed an initial draft of its report. APPENDIX TWO 279
THE INQUIRY PROCESS Extracts of this draft were provided to any person or organisation who might feel that they were criticised in them. They were provided with an opportunity to respond in writing. The last of these responses were provided in October 2004. The Inquiry considered these responses carefully and made whatever changes the Inquiry felt were necessary to the draft, before finalising its report. 280
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THE CASE FOR CHANGE PEOPLE IN THE M
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Sir William Morris OJ Chair of the
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Anesta Weekes QC 1981 Called to the
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CHAIR’S FOREWORD approach we were
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THE CASE FOR CHANGE that it is nece
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THE CASE FOR CHANGE catastrophic. T
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THE CASE FOR CHANGE investigations
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THE CASE FOR CHANGE 1.52 However, t
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THE CASE FOR CHANGE Procedures. The
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THE CASE FOR CHANGE iv. candidates
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THE CASE FOR CHANGE i) That, when a
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THE CASE FOR CHANGE 23. That the is
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THE CASE FOR CHANGE 36. That where
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THE CASE FOR CHANGE “The primary
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THE CASE FOR CHANGE 2.14 The people
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THE CASE FOR CHANGE 2.24 Thus the C
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THE CASE FOR CHANGE The employment
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THE CASE FOR CHANGE 2.44 Therefore
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THE CASE FOR CHANGE misconduct. For
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THE CASE FOR CHANGE 2.67 As an exam
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THE CASE FOR CHANGE 2.76 They are e
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THE CASE FOR CHANGE certainty of di
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THE CASE FOR CHANGE “The sledgeha
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THE CASE FOR CHANGE “The MPS does
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THE CASE FOR CHANGE 3.25 It is clea
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THE CASE FOR CHANGE 3.39 We also re
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THE CASE FOR CHANGE Complaints and
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THE CASE FOR CHANGE 3.58 In additio
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THE CASE FOR CHANGE 3.62 The Police
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THE CASE FOR CHANGE How will our pr
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THE CASE FOR CHANGE 3.88 As the man
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THE CASE FOR CHANGE 3.103 We agree
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THE CASE FOR CHANGE We recommend th
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THE CASE FOR CHANGE “Staff will j
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THE CASE FOR CHANGE The role of the
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THE CASE FOR CHANGE 4.21 Good manag
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THE CASE FOR CHANGE The structure o
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THE CASE FOR CHANGE 4.43 The Divers
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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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Page 241 and 242: LESSONS FOR THE FUTURE “Learning
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Page 251 and 252: LESSONS FOR THE FUTURE complainants
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Page 257 and 258: LESSONS FOR THE FUTURE Detective Se
Page 259 and 260: LESSONS FOR THE FUTURE the MPS had
Page 261 and 262: LESSONS FOR THE FUTURE Delay 10.129
Page 263 and 264: LESSONS FOR THE FUTURE Lessons to b
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Page 267 and 268: THE CASE FOR CHANGE 11.9 This manif
Page 269: THE SECRETARIAT TEAM Amanda Kelly G
Page 273 and 274: TERMS OF REFERENCE AND COMMISSIONIN
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Page 277 and 278: THE WITNESSES Stephen Banyard, Inla
Page 279: ABBREVIATIONS AC Assistant Commissi
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Final Report of the Morris Inquiry: The Case for Change

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