（ii） Value for money （VFM）
The standard criteria for analysis of the value for money of a service are:
– Economy – the optimisation of the resources which the organisation has; ensuring the appropriate quality of input resources are obtained at the lowest cost;
– Efficiency – the optimisation of the process by which inputs are turned into outputs;
–of the process by which inputs are turneorganisation meet its goals.（能记住就没问题）
The 3Es above link to the CSFs and KPIs in the area of effectiveness. The KPIs measure the achievement of the goals of DP and all relate to outcomes rather than processes or inputs in this case.（说明联系）
In order to judge（评价） VFM, comparison can be made internally to the historic performance of DP, but it should also be benchmarked against external organisations. The need for external data is also reflected in the desire to benchmark in league tables although no data is given for this here and so the VFM can only be judged against previous years’ data.（说明能不能用，主要说条件，条件齐备自然能用）
Considering the situation at DP specifically
Economy could be measured by looking at the cost of buying inputs; the principal input is staff （90 no data is given for this here and so the VFM can only be judged agains（各种投入的成本）This represents a 3asured by lon on the previous year although it should be noted that the mix of staff is changing with more administrative staff replacing police officers who may be more expensive as they are more qualified. It would be useful to obtain the data on the average police officer salary as they make up 75·5% of the total staff and they are critical to the achievement of outcomes.（分门别类进行对比，才公平）

As noted above, in order to judge whether this is good or bad, the Department should also compare this to external figures such as the national average wage and, also, the average salary of staff in other police forces in similar countries.（考核有了指标之后，还要做合适的比较）
Efficiency can be measured in a number of different ways.

The trend in the number of police officers is downward which would suggest improvement. However, the more important outcome is not the resources poured in but the crime results and these show that by decreasing the number of police officers, the number of crimes which each is solving is falling （down 0·8% from 20X3）. Performance in this area is therefore poor.（根据指标，比较连续几年的表现）
Effectiveness must be measured against DP’s goals in its four areas:
1. Protection and support of those at risk goals in its four areas:uggest i（暴力犯罪） remains flat（持平） over the three years of data at 20% of the total number of crimes reported. This suggests that protection remains broadly unchanged. As noted above, there is no measure of support provided.
2. Solving crimes – the clear-up rate has fallen from 56·7% to 55·0%. This probably reflects the change in staff mix as police officer numbers have fallen.
3. Causes of crime – the trend is clearly upwards with an increase of 2% each year over the last two years which may again reflect the falling numbers of police officers in DP.
4. Virtual crime – as noted above, it is not possible to measure the achievement of the creation of the task force from the data provided.

（iii） Non-financial performance indicators （NFPIs）
Public sector organisations have a number of differences compared to profit-making entities and these can be partly addressed with the use of non-financial performance indicators.
Overall, DP must consider the use of NFPIs in order to capture the aspects of DP’s mission which are fundamentally non-financial and subjective, such as protecting the community.（非财务指标更适用于本公司，理由，最根本的，misson不一样）
Lack of profit measure
DP is not expected to make a profit. There is no specific charge（收钱） for the service to the public and the police are funded through general taxation by the government. The problem with using purely financial measures is that they are, therefore, solely cost measures. If only financial measures are used, then this would mean that positive progress would only be seen in cost reduction. It is likely that this would reduce the quality of the service and so fail to achieve DP’s mission.（别的理由，想考核财务也没足够数据，而且还有副作用呢）

Multiple objectives
In a profit-making organisation, the goal is clear, however, it is difficult to say with DP which is the single, overriding（压倒一切的） objective. Therefore, there must be an attempt to balance and so compromise between the different areas which have been set out in order to achieve overall success. DP illustrates this problem in that it has four critical areas, none of which focus on financial goals and can only be measured in non-financial terms.（再有的理由，目的多样）
Difficulty in defining suitable financial measures
Many non-profit-seeking organisations provide services for which it is difficult to define a cost unit. With DP, the cost unit could be cost per crime reported or cost per crime solved or cost per member of the population.
Also, the benefits of the service are mainly non-financial such as a greater feeling of security among the public.（别的理由只要合理都可以写）

（iv） League tables
The use of league tables effectively benchmarks performance and can have a positive effect on behaviour. The sharing of data on performance can indicate areas of best practice and so offers the possibility of improving performance by copying that best practice. Additionally, the use of league tables gives, by the rank in the table, a clear, immediate answer to questions of relative performance.（排名表的用处，积极的作用）
However, the use of league tables only measures relative performance. The best force in the table could still be producing an unacceptable performance in absolute terms. The different forces in different countries will face different external environments.
Each force will have to react to the economic situation in that country and may allocate resources differently according to the priorities of the government of that country. So, it will be difficult to get a single measure, such as the rank in the league table, to balance these competing factors.（排名表消极的作用和使用的困难和问题）
This leads on to another area which will prove difficult, which is how to rank the different forces. Usually, there is a scoring system giving points across different areas for each force’s performance. The selection of the areas and the weighting given to them within the rank score will affect the position of the different forces. （想说更多的问题，可以由问题引发连锁问题入手）

In an example of ‘what gets measured, gets done’, it may be that the DP management will change their priorities from those given by the DIA to those measured in the rank score and so undermine the alignment of their behaviour with the given mission of DP. Therefore, to be of value to the Minister, the calculation of the rank must encompass the key variables which will drive DP’s desired performance.（别忘了举例子）
Therefore, there is a link between league tables and employee behaviour which comes from the setting of targets based on the league table rank.
The impact on the employees includes whether they feel a sense of accountability for the score. If the police officers do not feel that they can affect the rank, then they may ignore it or actively undermine it in public through their union’s public statements. （说对员工行为的影响不要空谈，结合题目说本公司有的影响）
This will present the government with difficulty as the police are considered the experts in this area of public policy and their criticism will carry weight with（有分量） the electorate（选民）.

Specifically, the police officers may be demotivated by the league tables if they feel:
（a） that the league table rank does not reflect the valuable work which they do （for example, in creating the new virtual crime task force）; or
（b） that the rank is driven by factors outside of their control. （For example, the budget for the force may be cut, as appears to be happening with DP, or there may be a link between the number of crimes reported and the economic conditions in Deeland which they do not have power to affect.）（既然说的是可能的影响，那一定要做场景假设，不同的场景影响不一样）