Final Report of the Morris Inquiry: The Case for Change

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ENHANCING THE OFFICE OF CONSTABLE Figure 1 Flow Chart of Significant Actions in Internal Investigations IO substantiate more serious disipline matter(s) On completion of investigation OCU commander appraised of outcome Regulation 9 Notices served on officer(s) concerned (F163) File sent to IIC – Borough Support Unit for appointment of Investigating Officer (IO) under Service Level Agreement Report forwarded to OCU commander with possible recommendations Apparent breach of discipline or criminal conduct identified IO appointed Recommendations to Detective Chief Superintendent Misconduct & Civil Actions for decision Not substantiated or minor matters, file returned to OCU for any action – F163As etc then returned for P/A Police Local Management – Written Warning; Words of Advice etc Suitable for supervisor to deal with immediately – Words of Advice; Training; Guidance Criminal allegation(s) revealed Report to CPS Court Hearing Charge or Summons No action Review and recommendations Papers to DPS (Support) and Case Manager appointed Not considered appropriate Consider outstanding conduct matters Not Guilty Guilty Officer(s) informed of outcome (F163A) Misconduct procedure Legal advice Local Misconduct Written Warning; Words of Advice; Training or Guidance File returned to BSU for P/A Formal Hearing 1 Officer(s) informed, F162s, or 163As through OCU commander Consider ‘Code 8’ misconduct hearing and any outstanding conduct matters Not Proved Papers prepared by DPS (Support) and officer(s) concerned informed under Reg. 13 of decision Misconduct Hearing arranged Proved – sanction 1 of Dismissal from Service to Caution File returned to BSU & P/A’ed Upheld or sanction reduced to Reprimand, Fine or Caution Chief Constable’s Review if requested by officer Sanction of Dismissal from the Service, Requirement to Resign or Reduction in Rank Police Appeals Tribunal if requested by officer 1 Sanctions available: Dismissal from Service; Requirement to Resign; Reduction in Rank; Fine; Reprimand; Caution Source: MPS 59
THE CASE FOR CHANGE 3.62 The Police Federation, both nationally and within the MPS, considers that any problems with the Regulations are due to the way they are applied rather than any inherent defects. 3.63 The National Police Federation believes that the procedures “provide managers with a wide scope of discretion and flexibility in the way they deal with officers.” They also told us “it is our view that these Regulations have not been robustly managed at senior level. There has been little or no training given to managers to deal properly with the procedures.” 3.64 In their written submission, the Metropolitan Police Federation told us: “We would consider that the suggestion that the discipline procedures are inappropriate is misguided and may be being used as an excuse for management inadequacies.” 3.65 It is important that we give due consideration to the views of the Police Federation on this important matter. The Federation represents all police officers of the rank of Chief Inspector, Inspector, Sergeant and Constable; that is, over 136,000 individuals. In addition, Federation representatives have a reservoir of expertise on the operation of the Regulations, as it is part of their role to assist members who are subject to disciplinary proceedings. 3.66 However, we are not persuaded that the defects in the current system, on which we have received so much evidence, are due simply to a lack of training of managers and that the issue is solely one of managerial competence. 3.67 We accept that the Regulations are poorly understood by some managers but the essence of a good disciplinary regime is, in our view, simplicity. It should be easily accessible to both managers and those who may be subject to it. Managers should not need to receive extensive training to be able to use a disciplinary or incapability procedure. 3.68 We do not accept that the existing Regulations provide the flexibility managers need to manage. This is underlined by the fact that the Police (Efficiency) Regulations 1999 and the Police (Efficiency) (Amendment) Regulations 2003, which are designed to deal with unsatisfactory performance and unsatisfactory attendance, have rarely, if ever, been used. 3.69 Therefore, we do not accept the Police Federation’s defence of the current regulatory framework. We are persuaded that there is a sound case for radical change to the current arrangements and agree that “Careful planning and thought could provide a system that extends the normal rules of employment to matters of misconduct and the system simplified in line with best employment practice elsewhere whilst ensuring the rights of complainants and police officers are properly balanced … Changes … are overdue.” (Submission from Christopher Fox, President of ACPO.) 3.70 We are not prescribing the disciplinary processes which should apply – beyond saying that they should accord with best practice in the employment field. The detail should be the subject of negotiation between those involved. 60
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THE CASE FOR CHANGE PEOPLE IN THE M
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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
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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 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 9.27 Given what
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THE CASE FOR CHANGE lot of people w
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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 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 “Learning
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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 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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