Freedom of Information Request Reference No: I note you seek access to the following information:

As part of my brief I have been asked to put together a training session for Met Police Officers who are undertaking an ILM Level 5 Diploma in Leadership and Management as part of their development process. As the basis of this diploma the following ILM criteria needs to be addressed: A. Customer relations as a function of business management focused on finding new customers and retaining existing customers B. Concept of decision-makers and decision-making units within customer organisations C. High-involvement and low-involvement purchases D. Nature of client/customer relations and the role of key account management E. Buyer behaviour and the purchase decision-making process F. Cognitive dissonance and post-purchase communication G. Concept of industry sectors and customer segmentation to analyse the market H. Internal and external customers I. Methods to analyse main competitors J. Environmental scanning, such as PESTLE K. Techniques for identifying and developing new markets and products L. Methods to assess business risk and feasibility of developing activities to satisfy future markets M. Benchmarking and implementation of best practice N. The customer supply chain O. Supply chain modelling P. Supply chain management (SCM) Q. Management of sourcing, procurement, conversion, distribution, cash-flow and logistics R. Value chain analysis S. Key account management T. Monitoring performance against plans to improve customer relations U. Customer service standards V. SWOT analysis and internal audit W. Need for and systems to provide, after sales service X. The need for good internal networks to facilitate customer relations Y. Benchmarking and implementation of best practice

DECISION I have today decided to partially disclose the located information to you.

The rationale for some of the questions being unanswered is that this FOI request has exceeded the cost threshold and really should have been refused from the outset. We estimate that the cost of complying with this request has exceeded the appropriate limit. The appropriate limit has been specified in regulations and for agencies outside central Government; this is set at £450.00. This represents the estimated cost of one person spending 18 hours [at a rate of £25 per hour] in determining whether the MPS holds the information, and locating, retrieving and extracting the information. Please find the information below pursuant to your request above.

A. Customer relations as a function of business management focused on finding new customers and retaining existing customers: Unable to answer within cost threshold

B. Concept of decision-makers and decision-making units within customer organisations: The MPS has an established system of governance and decision making, which applies to an operational as well as strategic context. We cannot release the decision making processes and procedures undertaken as part of an FOIA request.

C. High-involvement and low-involvement purchases:We have a Scheme of Delegation that denotes how the MPS purchases its goods and services: £0-£5k - managed and approved locally by staff and officers in Business Groups £5k-£50k - advertised and sourced via the Compete For collaborative sourcing portal £50k-£173k - advertised and sourced via Blue Light (emergency services tendering Portal) £173k + - either advertise in the Official Journal of the European Union or procure from a public sector framework There is an appropriate level of strategic input into the contract lifecycle, based on the level of spending and risk associated with the procurement.

D. Nature of client/customer relations and the role of key account management: Unable to answer within cost threshold

E. Buyer behaviour and the purchase decision-making process: As detailed in C

F. Cognitive dissonance and post-purchase communication: Cognitive dissonance" doesn't apply in a highly compliant public sector environment. Post-purchase communication is managed through the stakeholder network, How-toBuy Guides, Procurement Newsletter and the Contract Management Framework.

G. Concept of industry sectors and customer segmentation to analyse the market:One of the electronic portals used by the MPS (Compete For), records data on both ownership and employee diversity for all fully registered suppliers. This includes confirmation that they hold an Equalities and Diversity Policy

H. Internal and external customers: I am not clear what is needed here - the MPS has over 2 million 'customers' per year if the term is applied to those who contact us as a victim, or to report an incidents. There are millions of further interactions between us and members of the public in London every year. As part of our change programmed we are looking at 'channels': the methods by which people contact us to identify if there are more efficient and effective ways of delivering policing services to London.

I. Methods to analyse main competitors: The MPS has no competitors as such. British Transport Police and City of London Police operate within the Greater London area but work in partnership, rather than competition with us.

J. Environmental scanning, such as PESTLE:We do not routinely conduct PESTLE analysis at the corporate level. We use the environmental scanning reports that are produced by the GLA (found on their website) and from other police forces that produce reports to formulate strategies and action plans.

K. Techniques for identifying and developing new markets and products:All procurement activity is conducted in accordance with the EU Procurement Directives and Public Contract Regulations.

L. Methods to assess business risk and feasibility of developing activities to satisfy future markets: Projects over £500k in value have a business case and each project has a risk and issue log.

M. Benchmarking and implementation of best practice: We regularly undertake benchmarking exercises to determine whether our supply chain still offers best value.

N. The customer supply chain:Please see C

O. Supply chain modeling: Please see C

P. Supply chain management (SCM): Please see C

Q. Management of sourcing, procurement, conversion, distribution, cash-flow and logistics: Please see C

R. Value chain analysis: Please see C

S. Key account management: Please see C

T. Monitoring performance against plans to improve customer relations: We are regularly scrutinized on our plans to improve satisfaction and confidence in policing by the Mayor's Office through their Confidence Dashboard (https://www.london.gov.uk/priorities/policing-crime/data-information/confidencedashboard) and through MOPAC Challenge sessions - transcripts of which can be found on the MOPAC website. Internally, we monitor performance through 'Crimefighters' sessions, chaired by an Assistant Commissioner and focusing on crime and confidence plans & performance.

U. Customer service standards: We monitor the levels of customer service through a User Satisfaction Survey, where we ask a sample of victims and witnesses about the service they received from the MPS. The latest data can be found on the MOPAC website (here: https://www.london.gov.uk/priorities/policing-crime/data-information/confidencedashboard) or further information here: (http://www.met.police.uk/about/performance/confidence.htm)

V. SWOT analysis and internal audit: We do not routinely conduct SWOT analysis at the corporate level, this type of activity takes place within operational commands and on specific subjects. We regularly use the environmental scanning reports that are produced by the GLA (found on their website) and from other police forces that produce reports.

W. Need for and systems to provide, after sales service: Unable to answer within cost threshold

X. The need for good internal networks to facilitate customer relations: If you consider the external customer to be the public, then again, this isn't a question that Procurement can answer.

Y. Benchmarking and implementation of best practice: The MPS undertakes benchmarking analysis as a routine part of performance management and as part of the change programmes that are under way. In terms of performance, the MPS measures itself against a 'Most Similar Force' group, consisting of West Midlands, Greater Manchester and West Yorkshire police forces. We have the ability, using Home Office data and comparison tools, to compare our performance in terms of crime rates, detection rates, confidence and satisfaction and other performance measures. In terms of finance and developing our organization, we compare ourselves nationally and with the MSF group using HMIC Value for Money Profiles information, found here: https://www.justiceinspectorates.gov.uk/hmic/our-work/value-for-moneyinspections/value-for-money-profiles/ Given the size of the MPS (25% of all police officers in England & Wales) it is difficult to compare when the force is so much bigger, but using 'per capita' data and 'per officer/staff' data we can at least compare on some level.

Met HQ - Portfolio & Planning