Instructios about submission of your answers are on the last page.
Strategic Professional – Options
Advanced Performance
Management
APM
(APM)
Mock 1
a
az
R
By:Tayyab Raza
ab
a yy
:T
Time allowed: 3 hours 15 minutes
By
This question paper is divided into two sections:
Section A – This ONE question is compulsory and MUST be attempted
Section B – BOTH questions are compulsory and MUST be attempted
Present Value and Annuity Tables are on pages 8 and 9.
Do NOT open this question paper until instructed by the supervisor.
This question paper must not be removed from the examination hall.
The Association of
Chartered Certified
Accountants
, Section A – This ONE question is compulsory and MUST be attempted
1 Organisation information
You are a performance management consultant brought in by the chief executive officer (CEO) of the Department for
Internal Affairs (DIA) for the country of Deeland. The department handles, among other areas, the policing of Deeland.
The CEO is a government employee reporting to the Minister for Internal Affairs. The Minister for Internal Affairs is an
elected politician appointed by the leader of the Deeland government.
The government of Deeland has recently changed and the new Minister for Internal Affairs has instructed the CEO of
the DIA to improve the performance of the Deeland Police (DP) by implementing the Minister’s new mission statement
for DP: ‘to protect the community and prevent crime while providing a value for money service.’ As part of this
implementation, the CEO has identified the following four key areas for action:
1. Protecting and supporting those at risk of harm
2. Ensuring criminals are caught and brought before the courts
3. Achieving long-term sustainable solutions to the causes of crime
4. Addressing new forms of crime arising in the virtual world
The new Minister wants general improvement in the first three of these areas, as her political campaign was based
around criticism of the previous government’s perceived failure on these points. It is widely agreed that in the second
area, the major concern is the catching of criminals since, historically, there is a high probability that once caught they
are brought before the courts. The third area is being addressed through increased involvement with local communities
a
in order to identify and address the causes of crime. The fourth area of crime in the virtual world (the use of computers
az
to facilitate crime) was hardly addressed under the previous government and the Minister wants to see the creation of
a task force which will develop skills in detection and prosecution of virtual crime.
R
CSFs and KPIs
In a recent meeting with the CEO, the Minister indicated that she felt that the four key areas were too vague and in
ab
order to better focus actions, the Minister’s adviser has suggested the following critical success factors (CSFs):
1. Greater protection and more support for those at risk of harm
yy
2. Be better at catching criminals
3. Reducing the causes of crime by increased involvement with local communities
a
4. Create a task force to develop skills in detection and prosecution of virtual crime
:T
Initially, the CEO did not see why the four key areas originally given could not be used as CSFs. He wants you to provide
justifications in the light of the Minister’s concerns for the changes which the adviser has made to each of these. Then,
By
using the above CSFs, he wants you to provide justified recommendations of up to two key performance indicators
(KPIs) per CSF in order to measure performance.
In order to help you with the KPIs, the CEO has provided you with a table of data (Appendix 1) which has been used
in the past when considering DP’s performance. However, you are allowed to suggest new data which would help in
measuring performance. The CEO has made it clear that at this stage, no calculations are required.
Value for money
Since DP is funded wholly through Deeland’s general taxation, the CEO wants to be able to report on whether DP
is providing a value for money (VFM) service as required by the new mission statement. He has heard of the 3Es
(economy, efficiency and effectiveness) but needs an explanation of these three headings and how this links to the work
on CSFs and KPIs already requested. Then, he requires an evaluation, using the data given in Appendix 1, of whether
DP provides such a service. He understands that the evaluation may be limited, as Appendix 1 may not give a data set
to perform a full VFM exercise.
Non-financial performance indicators
The new Minister has come from a business background into politics and so far, in departmental discussions, she
has focused heavily on the financial aspects of running the Department of Internal Affairs. The CEO wants to help
her change focus towards using non-financial performance indicators (NFPIs) and so to understand why financial
indicators are not particularly useful for public sector organisations such as DP. The CEO wants you to explain this in
your report and illustrate your explanation with examples relevant to DP.
2
Strategic Professional – Options
Advanced Performance
Management
APM
(APM)
Mock 1
a
az
R
By:Tayyab Raza
ab
a yy
:T
Time allowed: 3 hours 15 minutes
By
This question paper is divided into two sections:
Section A – This ONE question is compulsory and MUST be attempted
Section B – BOTH questions are compulsory and MUST be attempted
Present Value and Annuity Tables are on pages 8 and 9.
Do NOT open this question paper until instructed by the supervisor.
This question paper must not be removed from the examination hall.
The Association of
Chartered Certified
Accountants
, Section A – This ONE question is compulsory and MUST be attempted
1 Organisation information
You are a performance management consultant brought in by the chief executive officer (CEO) of the Department for
Internal Affairs (DIA) for the country of Deeland. The department handles, among other areas, the policing of Deeland.
The CEO is a government employee reporting to the Minister for Internal Affairs. The Minister for Internal Affairs is an
elected politician appointed by the leader of the Deeland government.
The government of Deeland has recently changed and the new Minister for Internal Affairs has instructed the CEO of
the DIA to improve the performance of the Deeland Police (DP) by implementing the Minister’s new mission statement
for DP: ‘to protect the community and prevent crime while providing a value for money service.’ As part of this
implementation, the CEO has identified the following four key areas for action:
1. Protecting and supporting those at risk of harm
2. Ensuring criminals are caught and brought before the courts
3. Achieving long-term sustainable solutions to the causes of crime
4. Addressing new forms of crime arising in the virtual world
The new Minister wants general improvement in the first three of these areas, as her political campaign was based
around criticism of the previous government’s perceived failure on these points. It is widely agreed that in the second
area, the major concern is the catching of criminals since, historically, there is a high probability that once caught they
are brought before the courts. The third area is being addressed through increased involvement with local communities
a
in order to identify and address the causes of crime. The fourth area of crime in the virtual world (the use of computers
az
to facilitate crime) was hardly addressed under the previous government and the Minister wants to see the creation of
a task force which will develop skills in detection and prosecution of virtual crime.
R
CSFs and KPIs
In a recent meeting with the CEO, the Minister indicated that she felt that the four key areas were too vague and in
ab
order to better focus actions, the Minister’s adviser has suggested the following critical success factors (CSFs):
1. Greater protection and more support for those at risk of harm
yy
2. Be better at catching criminals
3. Reducing the causes of crime by increased involvement with local communities
a
4. Create a task force to develop skills in detection and prosecution of virtual crime
:T
Initially, the CEO did not see why the four key areas originally given could not be used as CSFs. He wants you to provide
justifications in the light of the Minister’s concerns for the changes which the adviser has made to each of these. Then,
By
using the above CSFs, he wants you to provide justified recommendations of up to two key performance indicators
(KPIs) per CSF in order to measure performance.
In order to help you with the KPIs, the CEO has provided you with a table of data (Appendix 1) which has been used
in the past when considering DP’s performance. However, you are allowed to suggest new data which would help in
measuring performance. The CEO has made it clear that at this stage, no calculations are required.
Value for money
Since DP is funded wholly through Deeland’s general taxation, the CEO wants to be able to report on whether DP
is providing a value for money (VFM) service as required by the new mission statement. He has heard of the 3Es
(economy, efficiency and effectiveness) but needs an explanation of these three headings and how this links to the work
on CSFs and KPIs already requested. Then, he requires an evaluation, using the data given in Appendix 1, of whether
DP provides such a service. He understands that the evaluation may be limited, as Appendix 1 may not give a data set
to perform a full VFM exercise.
Non-financial performance indicators
The new Minister has come from a business background into politics and so far, in departmental discussions, she
has focused heavily on the financial aspects of running the Department of Internal Affairs. The CEO wants to help
her change focus towards using non-financial performance indicators (NFPIs) and so to understand why financial
indicators are not particularly useful for public sector organisations such as DP. The CEO wants you to explain this in
your report and illustrate your explanation with examples relevant to DP.
2
