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• Reference: 2012/0071-2
• Question by: Roger Evans
• Meeting date: 20 December 2012

Yes, we have just got a few questions about Operation Condor, and I think my colleague, Andrew, has some questions about this as well. Deputy Commissioner, you recently carried out the operation in my corner of town in Havering and Redbridge, I think you arrested one person in Havering and nobody in Redbridge. How do you judge the impact of a large-scale operation like that against the resource costs?

• Question by: Tony Arbour
• Meeting date: 20 December 2012

Tony Arbour (AM): Do you have any views on that, Stephen?

• Reference: 2012/0050-2
• Question by: Roger Evans
• Meeting date: 25 October 2012

I think my colleagues may have picked some of the cherries out of this by the time I got here. Just to explore the targets, first of all, Deputy Commissioner, let us talk about the culture that target-setting creates. How do you make sure that the targets which you set drive performance and measure performance rather than create incentives to do things that we would not want people to do, make people focus in the wrong direction or even dare I say it fabricate results?

• Reference: 2012/0053-2
• Question by: Caroline Pidgeon
• Meeting date: 25 October 2012

I want to talk about the general issue of fraud, and then I want to get into a specific example. First of all, perhaps briefly, Deputy Commissioner, you could outline what the police are doing, what checks you have in place, to alert you to cases of potential fraud?

• Question by: Tony Arbour
• Meeting date: 25 October 2012

We accept the view, which has been expressed by the Mayor, which we directly elected members, we take the view that the most important thing for our boroughs is that there is a designated chief officer of whatever rank who is going to be responsible for the borough. That is key to us. If the Mayor says that he is going to do that, we certainly accept that. There is one additional thing that I want to raise with you in relation to this, is it not a fact that in many boroughs, certainly at night, in effect they operate...

• Question by: Roger Evans
• Meeting date: 25 October 2012

Obviously you have quite a bit of flexible working between boroughs and within your own service. Are you looking at more flexible working with shared services involving the other emergency services?

• Question by: Caroline Pidgeon
• Meeting date: 25 October 2012

I just want to be absolutely clear on this, because you are saying there are a range of options, but the Metropolitan Police Service has a model, one Metropolitan Police Service model that has been approved by the MPS management board, which you have been consulting on, and in that model, the model has a basis of sharing chief superintendents across a number of boroughs. That is part of this model that you have consulted on, so it is one model that you are consulting on, not a range of options, is that right?

• Reference: 2012/0045-2
• Question by: Caroline Pidgeon
• Meeting date: 27 September 2012

Thank you. I want to move on to looking at some of the police estate issues. Craig, you were going to talk about that earlier. I wonder from this initial dialogue you have been having, though maybe I would call it mood music rather than perhaps dialogue, what are the common issues that are coming up so far particularly relating to front counters?

• Question by: Roger Evans
• Meeting date: 27 September 2012

I have been briefed by both my borough commanders, although they did not let me take the documents away unlike some other people, so practice has varied from place to place. However, I am pleased with the liaison I have had with my guys. I just wanted to ask a bit more about the future structure for managing boroughs. As someone who represents two boroughs, actually, I can see an attractiveness in having one person who is the go-to for policing for me in those two boroughs. I do not think that should be sacrosanct. However, below that structure, are...

• Question by: James Cleverly
• Meeting date: 27 September 2012

Thank you, Chair. Again, I am not quite sure who is probably best placed to answer this one, so I will throw it roughly halfway between and see who catches it. If we move away from having a chief superintendent as the nominated go-to person at borough level, I do not actually have any instinctive problems with that because of the huge variation of size of policing function borough by borough. It is going to mean that senior borough players - chief executives, borough leaders, other members of the partnership - will be dealing with someone of a lower rank...