Final Report of the Morris Inquiry: The Case for Change
Final Report of the Morris Inquiry: The Case for Change
Final Report of the Morris Inquiry: The Case for Change
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CHAIR’S FOREWORD<br />
approach we were determined not to indulge in a culture <strong>of</strong> blame, yet we would<br />
be fearless in challenging what we thought was wrong.<br />
In hearing evidence we made it clear that we wanted to hear what was good about<br />
<strong>the</strong> MPS as well as what was wrong, and we sought suggestions <strong>for</strong> improvement.<br />
To that end, our approach was inquisitorial and not adversarial.<br />
We were not appointed to make findings <strong>of</strong> guilt or innocence against particular<br />
individuals nor to revisit <strong>the</strong> past or to dwell on what may be past failings. When<br />
we examined <strong>the</strong> actions <strong>of</strong> individuals it was to identify problems with, or defects<br />
in, <strong>the</strong> procedures or processes that <strong>the</strong> MPS has in place. Our aim was to find ways<br />
in which <strong>the</strong>y might be improved <strong>for</strong> <strong>the</strong> future.<br />
<strong>The</strong>re was a common misapprehension that our <strong>Inquiry</strong> was about race. We have<br />
considered discrimination issues as part <strong>of</strong> our work, and some <strong>of</strong> our<br />
recommendations focus on <strong>the</strong> way in which black and ethnic minority <strong>of</strong>ficers and<br />
staff are treated and managed. We hope that our recommendations will help <strong>the</strong><br />
MPS manage difference in its widest sense.<br />
Whilst we can see much which is good about <strong>the</strong> MPS, we are none<strong>the</strong>less extremely<br />
concerned by <strong>the</strong> lack <strong>of</strong> direct accountability at senior levels within <strong>the</strong> organisation;<br />
it appears to us that <strong>the</strong>re is no sanction <strong>for</strong> getting it badly wrong irrespective <strong>of</strong> <strong>the</strong><br />
consequences to <strong>the</strong> organisation or to those on <strong>the</strong> receiving end.<br />
We believe that workplace relationships are <strong>the</strong> key to good policing and that <strong>the</strong><br />
community will benefit from a Service that is well motivated and better trained.<br />
My colleagues and I have spent nearly a year on this <strong>Inquiry</strong>. We are grateful to all<br />
those who have contributed to our work and <strong>for</strong> <strong>the</strong> evidence we received. We saw<br />
many individuals who were proud to work <strong>for</strong> <strong>the</strong> MPS and committed to keeping<br />
London and Londoners safe. Much <strong>of</strong> this report consists <strong>of</strong> what <strong>the</strong>y told us;<br />
<strong>the</strong>ir voices resonate throughout <strong>the</strong> pages, and <strong>the</strong>y deserve to be heard.<br />
Our work is now finished, and it will be <strong>for</strong> o<strong>the</strong>rs to decide what action to take on<br />
our recommendations. However, we hope that our report can make a positive<br />
contribution to improving pr<strong>of</strong>essional standards and workplace relationships and,<br />
by extension, <strong>the</strong> quality <strong>of</strong> policing in London.<br />
It was a privilege to serve <strong>for</strong> which we thank our commissioning body, <strong>the</strong> MPA.<br />
Yours sincerely<br />
Sir William <strong>Morris</strong><br />
Chair <strong>of</strong> <strong>the</strong> <strong>Inquiry</strong><br />
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