The Police and Crime Committee met on Wednesday 25 February 2026 to discuss operational oversight of the Metropolitan Police Service (MPS), the future of the MPS's Mounted Branch, workforce planning, and officer misconduct. Key decisions included the reduction of the Mounted Branch by 69 officers and half its horses, and the continued focus on neighbourhood policing despite the closure of several front counters.

Operational Oversight of the MPS

The Committee engaged in a detailed discussion regarding the legal basis of operational independence for the police. Assistant Commissioner Matt Twist KPM explained that operational independence separates political oversight from day-to-day policing decisions, a principle embedded in common law and the Police Reform and Social Responsibility Act 2011. Deputy Mayor Kaya Comer-Schwartz added that MOPAC sets strategic objectives and the budget, while the MPS retains operational control.

Assembly Member Susan Hall AM questioned the impact of the Home Secretary's proposed powers to intervene in policing, suggesting it could undermine operational independence. The Deputy Mayor acknowledged the importance of accountability but stated that details of the new structures needed further clarification.

Concerns were raised about the potential for political statements to blur the lines between strategic direction and operational decisions. AC Twist clarified that while the Mayor can set priorities and provide funding, the MPS Commissioner makes operational decisions on how resources are deployed. The Deputy Mayor highlighted that MOPAC challenges the MPS on performance where it falls short, using data to drive improvements.

The closure of front counters was debated, with the Deputy Mayor stating it was an operational decision driven by budget constraints and declining in-person reporting, while Assembly Member Alex Wilson AM and Emma Best AM questioned this, referencing past mayoral pledges and the impact on community access. The Deputy Mayor clarified that while the MPS makes operational decisions, MOPAC provides oversight and challenges these decisions.

Metropolitan Police Service Mounted Branch

AC Twist announced that the MPS's Mounted Branch will be reduced by 69 officers, eight staff, and approximately half its horses by March 2026, resulting in savings of £3 million. This decision was attributed to financial realities and operational demand analysis, forming part of the tough choices needed to address the £260 million budget gap. Despite the reduction, the MPS will still maintain the largest mounted contingent in the country, capable of meeting public order commitments. Concerns were raised about the impact on public confidence and the pipeline for training police horses and officers. AC Twist assured the Committee that horse welfare is paramount and that horses moving on have been retired or rehomed.

Workforce Planning in the MPS

The Committee discussed the MPS's investment in 14 new workforce planning roles, aimed at creating a more disciplined and demand-led system. AC Twist explained that these roles are crucial for aligning the workforce with affordability and performance, addressing past issues where the number of officers did not align with the budget. He acknowledged the difficulty of planning on a one-year financial horizon and suggested a three-year cycle would be more beneficial. The Deputy Mayor confirmed MOPAC's representations to the Home Office for recurrent funding and flexibility in capital funding.

Concerns were raised about the potential impact of budget constraints on recruitment pipelines, particularly regarding vetting and training. AC Twist noted that while recruitment numbers are good, the MPS must ensure it only recruits what it can afford. The discussion also touched upon the high attrition rate of officers and the importance of retention, with a focus on improving officer wellbeing and addressing burnout. The use of software like Palantir to identify potential misconduct through analysing overtime and sickness patterns was discussed, with concerns raised about it potentially leading to a witch hunt mentality. AC Twist clarified it is a preventative tool to identify risk and support officers, not to pre-judge guilt.

Officer Misconduct and Dismissals

The Committee examined the £90 million investment in culture and standards within the MPS. The Deputy Mayor highlighted spending on the Leadership Academy, additional standards officers, and cultural reform initiatives. AC Twist noted a trebling of internal misconduct reporting, attributing it to increased confidence in the system, and confirmed the removal of 1,500 officers deemed unfit for service.

Concerns were raised about disproportionality in the misconduct system, with Dr Shereen Daniels' report, 30 Patterns of Harm, suggesting that white officers were dealt with less harshly than Black or Asian officers. The MPS is implementing a new model focusing on early detection and targeted interventions, utilising an enterprise data observatory to analyse over 90 datasets.

The issue of lengthy investigations into misconduct was discussed, with AC Twist acknowledging the delays and outlining efforts to increase hearing chairs and speed up the process. The potential link between officer suicides and misconduct was also raised, with AC Twist confirming that the NPCC is looking to nationally track this phenomenon.

The use of Palantir software for identifying potential misconduct was debated, with Lord Bailey of Paddington AM expressing concerns about a witch hunt mentality. The Deputy Mayor assured the Committee that it is a pilot programme with a human feedback loop, aimed at preventative intervention and supporting officers.

Finally, the Committee discussed the Victim's Charter and the MPS's key performance indicator for completing gross misconduct investigations within six months, noting that while compliance has improved, the target has not yet been met.

Other Matters

The Committee also discussed the MPS's transition to electric vehicles (EVs), with the Deputy Mayor confirming that 3% of the fleet is currently electric and 16% hybrid. Concerns were raised about the impact on policing priorities and the cost of infrastructure. The MPS's Estate Strategy, which identifies four former police stations for disposal, was also discussed, with assurances given that MOPAC will liaise with local boroughs and share Equality Impact Assessments. The Committee expressed concerns about the unequal access to front counters across London following the closures.

The meeting concluded with a discussion on the MPS's response to a protest outside the Miznon restaurant, with concerns raised about intimidation and harassment. The Deputy Mayor acknowledged the difficulty of policing protests and the rise in hate crime, particularly antisemitism, and reiterated the Mayor's commitment to tackling extremism and ensuring the safety of all Londoners.