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Lady Hermon: To ask the Secretary of State for Northern Ireland how many (a) regular police officers and (b) reservists of each rank served in the Police Service of Northern Ireland in each of the last five years; and if he will make a statement. 
Lady Hermon: To ask the Secretary of State for Northern Ireland what criteria are applied by the museum at the Police Service of Northern Ireland headquarters on whether to accept donations of (a) Royal Ulster Constabulary and (b) B Specials memorabilia. 
Paul Goggins: It is not possible to list every type of behaviour that might constitute gross misconduct. However, the Northern Ireland Prison Service Code of Conduct and Discipline gives examples of the type of conduct that will normally be regarded as gross misconduct and which will normally result in dismissal for a first offence. These are:
serious unprofessional conduct, for example trafficking or any act of violence involving a prisoner or other member of staff, or damage of property;
instances of theft, fraud or any other act involving dishonesty at work;
abuse of official position;
serious acts of negligence causing appreciable loss, damage to Prison Service property or injury;
insubordination liable to lead to serious disorder or loss of control in an establishment; and
serious or persistent acts of harassment including sexual harassment.
Lady Hermon: To ask the Secretary of State for Northern Ireland how many prison officers have been (a) suspended and (b) dismissed on grounds of gross misconduct in each of the last three years; and for what reasons in each case. [Official Report, 23 June 2009, Vol. 494, c. 3MC.]
Bob Spink: To ask the Minister for the Olympics how much (a) her Office and (b) the Government Olympic Executive has spent on (i) conference services and (ii) banqueting services in each year since their creation. 
Since its creation the GOE, and the Minister for the Olympics' Office, have spent £225,893 on hosting five conferencesone in Leeds, two in east London and two in central London. Two conferences focused on the UK-wide business benefits of London 2012, one on disability, one on volunteering, and one on the International Inspiration Programme, which is aimed at transforming the lives of 12 million children and young people across 20 developing countries worldwide.
The GOE has also spent £4,686 on five dinners hosted by the Minister for the Olympics designed to consult a range of industry, charity and public sector leaders and inform our preparations for 2012. These events have covered a broad range of issues including how to engage young people in our plans for 2012; the
means by which we can secure a positive legacy from the games; our plans for using volunteers on the 2012 programme; how we maximise access to and legacy from the games for disabled people; how we overcome challenges in relation to construction of the Olympic Park; as well as the use of new media and technology and legacy of the International Broadcast Centre/Main Press Centre. All resulted in proposals for further actions which are being developed.
Mr. Don Foster: To ask the Minister for the Olympics how many people are employed by the Olympic Delivery Authority (ODA); what the staffing costs of the ODA were in the last 12 months; and how many ODA staff work on (a) project management, (b) legacy planning and (c) financial oversight. 
Tessa Jowell: At 30 April 2009 ODA employed 246 staff, permanent, secondments and fixed term, the latter including a number of graduates recruited for a 10-month placement as part of the ODA graduate placement scheme.
The ODA's staff costs for the 12 months to 30 April 2009 were £21.5 million, including salary, national insurance and pension contributions. The staff costs reflect, in part, the need to employ high quality external expertise to meet the unique challenge that the Olympics representsdelivering a large and complex programme to a fixed deadline. This is a successful operation: we are on time and within budget. The overall management costs of the Olympic programme are well within industry benchmarks for a project of this size.
Of the ODA's staff 136 are working on project management. This includes work on legacy planning. Every project in the programme is considered with legacy in mind, ensuring that legacy requirements are incorporated in design briefs, specifications and business planning. This approach is designed to ensure that the London 2012 Olympic and Paralympic games will be the catalyst for the regeneration, but it also means that staff are not attributed specifically to legacy planning.
The ODA's Finance and Business Planning team employs 19 staff on financial oversight and who work closely with the Delivery Partner. This excludes internal Cabinet Office audit services which are provided by Ernst and Young.
[holding answer 8 June 2009]: The London Organising Committee of the Olympic Games and Paralympic Games (LOCOG) has responsibility for staging the Olympic and Paralympic games at existing venues. The direct costs associated with staging the events at existing venues come from LOCOG's revenues
which are primarily derived from commercial sponsorship, broadcast rights, ticket sales and merchandising/licensingnot from the public purse.
There will be attributable costs to the public purse, for example in respect of the security and transport functions associated with the venue. However these costs have not yet been identified separately for individual venues, but they will form part of the overall security and transport budgets.
In respect of the white water canoe course and Eton Manor, which are being constructed by the Olympic Delivery Authority, the project budgets cannot be disclosed at the current time owing to reasons of commercial sensitivity.
Charles Hendry: To ask the Secretary of State for Health what the average waiting times for breast cancer screening in each primary care trust were in the latest period for which information is available. 
Ann Keen: Waiting times in the NHS Breast Screening Programme are measured by the proportion of eligible women who are recalled for screening within 36 months of their previous screen. This is known as round length. Round length is not measured by primary care trust, but round length by local breast screening unit ranked in descending order for quarter 4 2008-09 (January to March 2009) is shown in the following table.
|Breast screening unit||36 month round length (percentage)|
NHS Cancer Screening Programmes
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