The Police and Crime Committee met on Wednesday 25 February 2026 to discuss operational oversight of the Metropolitan Police Service (MPS), budget constraints, workforce planning, and misconduct. Key decisions included noting the committee's work programme and delegating authority to the Chair to agree any output from the Q&A session.

Operational Oversight of the MPS

The committee engaged in a detailed discussion regarding the operational independence of the police and the boundaries between political oversight and day-to-day policing decisions. Assistant Commissioner Matt Twist KPM, Frontline Policing at the MPS, and Deputy Mayor for Policing and Crime Kaya Comer-Schwartz explained that operational independence is a constitutional principle embedded in common law and the Police Reform and Social Responsibility Act 2011, separating strategic direction from operational control.

Concerns were raised about the potential impact of the Home Secretary's proposed powers to intervene in policing, with Assembly Member Susan Hall AM questioning if this would signify the death of operational independence. Deputy Mayor Comer-Schwartz acknowledged the importance of operational independence while also highlighting the need for accountability.

The committee also explored the distinction between political and operational decisions, particularly in relation to the Mayor of London's manifesto pledges on front counter closures. While the MPS stated that front counter closures are operational decisions driven by budget constraints and declining in-person reporting, Assembly Members, including Alex Wilson AM and Emma Best AM, questioned the consistency of this stance, particularly in light of past commitments to keep front counters open. The Deputy Mayor explained that the current decisions were necessitated by a significant budget gap identified after the election, and that while the Mayor had lobbied for more funding, difficult choices had to be made.

The closure of MPS front counters was a significant point of contention. While the MPS argued it was an operational decision to redeploy officers to frontline duties due to budget constraints and declining in-person reporting, Assembly Members expressed concern about the impact on public access, particularly for vulnerable individuals and those without internet access. The Deputy Mayor acknowledged that this created unequal access in some areas but stressed the prioritisation of neighbourhood policing and the use of technology like video phones as mitigations.

Budgetary Constraints and Tough Choices

The £260 million budget gap facing the MPS was a recurring theme, forcing difficult decisions across various areas. Assistant Commissioner Twist highlighted that these choices were necessary to protect core services like neighbourhood policing, response, public protection, and investigations.

The closure of front counters was presented as one of these tough choices, projected to save £7 million annually. The MPS stated that in-person reporting had declined significantly, with 95% of crime now reported online or by phone. The revised model retains 27 front counters, with two operating 24 hours and others with reduced hours, alongside other mitigations.

MPS Mounted Branch Reductions

The committee discussed the decision to reduce the MPS's Mounted Branch by 69 officers, eight staff, and approximately half of its horses, a move expected to save £3 million annually. Assistant Commissioner Twist explained this was an operational decision driven by financial realities and demand analysis, forming part of the £260 million budget gap mitigation. While acknowledging the value of the Mounted Branch for public order and community presence, he stated that core services would be protected. The MPS will still retain the largest mounted contingent in the country. Concerns were raised about the welfare of the horses being moved on and the potential impact on the pipeline of trained horses and officers.

Workforce Planning and Recruitment

The committee examined the MPS's workforce planning, particularly in light of budget constraints. Assistant Commissioner Twist acknowledged the difficulty of planning on a one-year financial horizon and expressed a preference for a three-year financial cycle to allow for more stable and strategic decisions. The Deputy Mayor confirmed that MOPAC has made representations to the Home Office for recurrent funding and highlighted the need for flexibility in capital funding.

Concerns were raised about the impact of budget constraints on the recruitment pipeline, particularly regarding vetting and training resources. The MPS aims to stabilise officer numbers at around 31,000, with just under 12,000 staff and 1,300 PCSOs, requiring the recruitment of approximately 2,200 officers annually to replace leavers. The challenge of ringfenced funding was also discussed, with a preference for more flexible funding to better align with operational needs.

The committee also discussed the barriers to recruitment and retention, including the cost of living in London, lack of trust, and the accountability regime. The MPS is working on improving wellbeing, training, and psychological screening, and is advocating for fair accountability.

Officer Misconduct and Dismissals

The committee delved into the MPS's efforts to improve culture and standards, including the £90 million investment in this area. The Deputy Mayor outlined spending on the Leadership Academy, standards officers, and cultural reform initiatives. The Assistant Commissioner noted a trebling of internal misconduct reporting, attributing it to increased confidence rather than necessarily increased prevalence.

Concerns were raised about potential disproportionality in the misconduct system, with reference to findings from Baroness Casey's review and Dr Shereen Daniels' report. The MPS is implementing a new model focusing on early detection and targeted intervention, utilising an enterprise data observatory to analyse various datasets and identify potential risks. The use of Palantir software for this purpose was discussed, with concerns raised about its potential for pre-crime surveillance and its links to the Israeli military and US Immigration and Customs Enforcement. The Deputy Mayor assured the committee that this is a pilot project and will be evaluated, with a human feedback loop and review.

The committee also discussed the backlog of misconduct hearings, with the MPS acknowledging that investigations are taking too long and that efforts are underway to increase hearing chairs and speed up the process. The potential link between officer suicides and misconduct was also raised, with the MPS supporting a national initiative to track this phenomenon.

Digital Transformation Programme

The selection of DXC Technology for a £347 million digital transformation programme was discussed. The contract aims to modernise the MPS's HR, finance, and resource management systems. While the contract came in under the initial £370 million ceiling, concerns were raised about the lack of detailed information on cost performance indexes and the lessons learned from previous IT overspends, such as the CONNECT system. The MPS committed to providing further information on these aspects.

Electric Vehicle Transition

The MPS's transition to electric vehicles (EVs) was discussed, with current figures showing 3% of the fleet is fully electric and 16% hybrid. The MPS is taking a cautious, pilot-based approach, with Stoke Newington being an example of a station fully utilising an electric emergency response fleet. Concerns were raised about the capital costs, the impact on other policing priorities like front counters and officer numbers, and contingency planning for blackouts or electrical issues. The Deputy Mayor stressed that this is a small fraction of the capital budget and that the move to EVs is driven by legal mandates and environmental ambitions. Collaboration across the GLA family, including with Transport for London and the London Fire Brigade, is underway to address charging infrastructure needs.

MPS Estate Strategy and Disposals

The MPS Estate Strategy identifies four former police stations for disposal: Notting Hill, Enfield, Teddington, and King's Cross Police Stations. MOPAC confirmed its oversight of these proposals through the Investment Advisory and Monitoring (IAM) meeting. Concerns were raised about ensuring disposals do not distance policing from communities and the potential impact on recruitment due to the high cost of accommodation in London. The Deputy Mayor highlighted the Mayor's commitment to providing affordable homes for key workers, including police officers, as part of a wider strategy to address these issues. The committee received assurances that Equality Impact Assessments (EqIAs) will be undertaken for disposals and shared with the committee. However, Assembly Member Emma Best AM expressed frustration about the lack of clarity on future disposals and the perceived inequality of access to front counters across London.

Policing of Protests

The committee discussed the MPS's response to a protest outside the Miznon restaurant on 9 January 2026. The Deputy Mayor stated that public protest is an area where the MPS requires operational independence and that a balance must be struck between enabling democratic protest and protecting communities from intimidation. She acknowledged the concerns raised about the targeting of the restaurant due to its Jewish identity and the subsequent apology from Deputy Assistant Commissioner James Harman. The Deputy Mayor highlighted ongoing work with the Jewish community, including through the Mayor's Shared Endeavour Fund and partnerships with the Community Security Trust (CST), to combat antisemitism and promote understanding. Concerns were raised by Assembly Member Alex Wilson AM and Susan Hall AM about the perceived failure of authorities to adequately address antisemitism and protect Jewish institutions, with calls for more action rather than just words.

Other Matters

The committee also noted the committee's work programme and the action taken under delegated authority by the Chair to agree the report Neighbourhood Policing: The experience of young Londoners . The minutes of the previous meeting on 28 January 2026 were confirmed.

A number of written requests for information were made by committee members to both MOPAC and the MPS, covering areas such as the breakdown of crimes identified by live facial recognition, details on workforce planning roles, the impact of EV transition on the fleet budget, misconduct statistics, and the use of Palantir software.