The State Administration Database

Governmental autonomy – variables from questionnaire (Data_ForvAuto)

The dataset consist of the questions (variables) from the questionnaire about governmental autonomy.

Only governmental units that have answered the survey are units in this dataset.

The quality of data is documented in the general documentation about the survey.

Codebook Codebook

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A1Number of employees - grouped
Missing value(s):-1 , 0

Man-labour year for the entire organization included subordinate units.

Values:
1 Less than 20
2 20 - 49
3 50 - 199
4 200 - 499
5 500 and above

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A2Form of establisment
Missing value(s):-1 , 0

Values:
1 Law
2 Royal act
3 Ministerial act
4 Other
5 Uncertain

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A3Primary task of the organization
Missing value(s):-1 , 0

Policy formulation:
refers to processes and activities of a political character, directed towards political authorities (government and parliament) through the preparation of- and/or implementation of sectorial policies, regulations and policy instruments.

Example:

  • development and adjustments of regulative frameworks within policy areas
  • professional counselling and the function as an adviser for the parent ministry and within policy areas, evaluation of policies and policy instruments
  • maintaining vital functions concerning the implementation of sectorial policies
  • function as active advocate and interaction-agent
  • law preparatory works and body entitled to comment

    • Scrutiny/regulation/control:
    Tasks within scrutiny/regulation/control are closely connected to the follow-up of - or regulation/control in accordance with regulations, rules, law, contract or agreements. Supervisory functions may refer to qualitatively different activities (i.e. inspections, care, surveillance, control). A vital criteria is that supervisory functions are directed toward other agents or institutions outside of the organization who maintains the function. It can vary whether or not the organization with supervisory functions also have the right of enforcement.

    Other kinds of exercising public authority:
    Refers to the execution of tasks according to- , on behalf of- or based in law, regulations or precepts. Such tasks are normally subordinate to rules for procedure, the Public Administration Act and the Freedom of Information Act.

    Example:

  • administration of governmental grants and subsidies
  • administration and evaluation of precepts, administrative processing
  • distribution of and allocating resources (monetary/tax redistribution), administration of governmental insurance systems
  • interests-mediating and conflict-resolving and upholding government contract law.

    • General public services:
    refers to services of a public character carried out on a non-profit basis. This could be the production of �free� collective goods, or services and goods that are partly financed by the consumer itself. In addition:

  • counselling or advisory tasks
  • informative and guidance tasks
  • administrative services of different kinds
  • equipment and delivery services
  • production and administration of knowledge and research
  • training and competence building

    • Business and industrial services:
    refers to service delivery and production in a form of market, where primarily the level of demand to a large extent regulates the level of the activity.

    Values:
    1 Policy formulation
    2 Regulation/scrutiny/control
    3 Other kinds of exercising public authority
    4 General public services
    5 Business and industrial services

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    A4_1Other tasks: Policy formulation
    Missing value(s):-1

    Policy formulation refers to processes and activities of a political character, directed towards political authorities (government and parliament) through the preparation of- and/or implementation of sectorial policies, regulations and policy instruments.

    Example:

  • development and adjustments of regulative frameworks within policy areas
  • professional counselling and the function as an adviser for the parent ministry and within policy areas, evaluation of policies and policy instruments
  • maintaining vital functions concerning the implementation of sectorial policies
  • function as active advocate and interaction-agent
  • law preparatory works and body entitled to comment

    • Values:
    0 False
    1 True

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    A4_2Other tasks: Regulation/scrutiny/control
    Missing value(s):-1

    Tasks within scrutiny/regulation/control are closely connected to the follow-up of - or regulation/control in accordance with regulations, rules, law, contract or agreements. Supervisory functions may refer to qualitatively different activities (i.e. inspections, care, surveillance, control). A vital criteria is that supervisory functions are directed toward other agents or institutions outside of the organization who maintains the function. It can vary whether or not the organization with supervisory functions also have the right of enforcement.

    Values:
    0 False
    1 True

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    A4_3Other tasks: Other kinds of exercising public authority
    Missing value(s):-1

    Other kinds of exercising public authority refers to the execution of tasks according to- , on behalf of- or based in law, regulations or precepts. Such tasks are normally subordinate to rules for procedure, the Public Administration Act and the Freedom of Information Act.

    Example:

  • administration of governmental grants and subsidies
  • administration and evaluation of precepts, administrative processing
  • distribution of and allocating resources (monetary/tax redistribution), administration of governmental insurance systems
  • interests-mediating and conflict-resolving and upholding government contract law.

    • Values:
    0 False
    1 True

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    A4_4Other tasks: General public services
    Missing value(s):-1

    General public services refers to services of a public character carried out on a non-profit basis. This could be the production of �free� collective goods, or services and goods that are partly financed by the consumer itself. In addition:
  • counselling or advisory tasks
  • informative and guidance tasks
  • administrative services of different kinds
  • equipment and delivery services
  • production and administration of knowledge and research
  • training and competence building

    • Values:
    0 False
    1 True

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    A4_5Other tasks: Business and industrial services
    Missing value(s):-1

    Business and industrial services refers to service delivery and production in a form of market, where primarily the level of demand to a large extent regulates the level of the activity.

    Values:
    0 False
    1 True

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    A4_6Other tasks: No other tasks
    Missing value(s):-1

    Values:
    0 False
    1 True

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    A5Similar main task for other organizations
    Missing value(s):-1 , 0

    If no, is not the variables A5a - A5b_8 answered.

    Values:
    1 Yes
    2 No

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    A5aSituated in a market with some form of competition
    Missing value(s):-1 , 0

    This variable is answered if �yes� on A5. If �no� on A5 is the variables A5b_1 - A5b_8 not answered.

    Values:
    1 No
    2 Yes, to some extent
    3 Yes, to a large extent

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    A5b_1Competitors: Civil service agencies
    Missing value(s):-1

    Values:
    0 False
    1 True

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    A5b_2Competitors: Governmental companies/ foundations
    Missing value(s):-1

    Values:
    0 False
    1 True

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    A5b_3Competitors: Units at local administrative level
    Missing value(s):-1

    Values:
    0 False
    1 True

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    A5b_4Competitors: Units at county/regional administrative level
    Missing value(s):-1

    Values:
    0 False
    1 True

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    A5b_5Competitors Private enterprises/ companies/foundations
    Missing value(s):-1

    Values:
    0 False
    1 True

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    A5b_6Competitors: Voluntary organizations/unions
    Missing value(s):-1

    Values:
    0 False
    1 True

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    A5b_7Competitors: Private -individual
    Missing value(s):-1

    Values:
    0 False
    1 True

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    A5b_8Competitors: International org./units in other countries
    Missing value(s):-1

    Values:
    0 False
    1 True

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    A6_1Degree of preparation in the organization in relation to parent ministry
    Missing value(s):-1 , 0

    Including the entire organization including subordinate units.

    Values:
    1 To a very large extent
    2 To a large extent
    3 To some extent
    4 Not common
    5 To a very small extent
    6 Uncertain
    7 Not relevant

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    A6_2Degree of implementation in the organization in relation to parent ministry
    Missing value(s):-1 , 0

    Including the entire organization including subordinate units.

    Values:
    1 To a very large extent
    2 To a large extent
    3 To some extent
    4 Not common
    5 To a very small extent
    6 Uncertain
    7 Not relevant

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    A6_3Degree of evaluation/reporting results in the organization in relation to parent ministry
    Missing value(s):-1 , 0

    Including the entire organization including subordinate units.

    Values:
    1 To a very large extent
    2 To a large extent
    3 To some extent
    4 Not common
    5 To a very small extent
    6 Uncertain
    7 Not relevant

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    A7_1Civil service organizations as a relevant target groups for the activities or services of the organization
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    A7_2Government administrative companies/foundations as a relevant target groups for the activities or services of the organization
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    A7_3Local administrative organizations as a relevant target groups for the activities or services of the organization
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    A7_4Regional administrative organizations as a relevant target groups for the activities or services of the organization
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    A7_5Private enterprises/companies/foundations as a relevant target groups for the activities or services of the organization
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    A7_6Voluntary organizations/interest organizations as a relevant target groups for the activities or services of the organization
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    A7_7Private individuals as a relevant target groups for the activities or services of the organization
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    A7_8International organizations/units in other countries as a relevant target groups for the activities or services of the organization
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    A7_AMain target group of the organization mention in A7_1 � A7_8
    Missing value(s):

    Values:

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    A8Involvement in networks with other public or private organizations with regards to the planning of or performance of organizational tasks
    Missing value(s):-1 , 0

    Network:
    refers to cooperation- or agreements between two or more actors concerning the production/manufacturing of services/goods, or the planning and execution of tasks. The extent of formalization to the cooperation may vary between the informal and formal. Cooperation can include i.e. exchange of information, consultation, responsibilities for different stages of a production process. There should be some regularity to the cooperation (thus not an isolated event), and it may take the form of informational meetings, joint cooperative bodies, boards- or committee combinations.

    In case of no, proceed to variable B9_1.

    Values:
    1 Yes
    2 No

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    A8a_1Civil service organizations most relevant participants in network
    Missing value(s):-1 , 0

    Values:
    1 Very relevant
    2 Some relevance
    3 Small/no relevance

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    A8a_2Government administrative companies/foundations most relevant participants in network
    Missing value(s):-1 , 0

    Values:
    1 Very relevant
    2 Some relevance
    3 Small/no relevance

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    A8a_3Local administrative organizations most relevant participants in network
    Missing value(s):-1 , 0

    Values:
    1 Very relevant
    2 Some relevance
    3 Small/no relevance

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    A8a_4Regional administrative organizations most relevant participants in network
    Missing value(s):-1 , 0

    Values:
    1 Very relevant
    2 Some relevance
    3 Small/no relevance

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    A8a_5Private enterprises/companies/foundations most relevant participants in network
    Missing value(s):-1 , 0

    Values:
    1 Very relevant
    2 Some relevance
    3 Small/no relevance

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    A8a_6Voluntary organizations/interest organizations most relevant participants in network
    Missing value(s):-1 , 0

    Values:
    1 Very relevant
    2 Some relevance
    3 Small/no relevance

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    A8a_7Private individuals most relevant participators in network
    Missing value(s):-1 , 0

    Values:
    1 Very relevant
    2 Some relevance
    3 Small/no relevance

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    A8a_8International organizations/units in other countries most relevant participators in network
    Missing value(s):-1 , 0

    Values:
    1 Very relevant
    2 Some relevance
    3 Small/no relevance

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    A8b_1Degree of formality in the relationship between the organization and the most relevant participants of the network
    Missing value(s):-1 , 0

    Values:
    1 Informal
    2 Formal

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    A8b_2Degree of common responsibilities in the relationship between the organization and the most relevant participants of the network
    Missing value(s):-1 , 0

    Values:
    1 No common responsibilities
    2 Common responsibilities

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    A8b_3Degree of cooperation between the organization and the most relevant participants of the network
    Missing value(s):-1 , 0

    Values:
    1 Not obligatory
    2 Obligatory

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    A8b_4Joint co-operative body (board, council, panel, committee) in the relationship between the organization and the most relevant participants of the network
    Missing value(s):-1 , 0

    Values:
    1 Yes
    2 No

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    B9_1Degree of making decisions independent of the parent ministry on general conditions in regards to level of salaries
    Missing value(s):-1 , 0

    Make decisions on general conditions refers to the scope the organization has for making decisions on general internal conditions or policies within the organization. This could be i.e. general rules for hiring personnel, wage levels, modes of evaluating personnel, downsizing of the work force etc. It also includes the authority to announce or create new positions.

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    B9_2Degree of making decisions independent of the parent ministry on general conditions in regards to general criteria for promotion/ advancement of personnel
    Missing value(s):-1 , 0

    Make decisions on general conditions refers to the scope the organization has for making decisions on general internal conditions or policies within the organization. This could be i.e. general rules for hiring personnel, wage levels, modes of evaluating personnel, downsizing of the work force etc. It also includes the authority to announce or create new positions.

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    B9_3Degree of making decisions independent of the parent ministry on general conditions in regards to general criteria for evaluating personnel
    Missing value(s):-1 , 0

    Make decisions on general conditions refers to the scope the organization has for making decisions on general internal conditions or policies within the organization. This could be i.e. general rules for hiring personnel, wage levels, modes of evaluating personnel, downsizing of the work force etc. It also includes the authority to announce or create new positions.

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    B9_4Degree of making decisions independent of the parent ministry on general conditions in regards to general criteria for hiring personnel
    Missing value(s):-1 , 0

    Make decisions on general conditions refers to the scope the organization has for making decisions on general internal conditions or policies within the organization. This could be i.e. general rules for hiring personnel, wage levels, modes of evaluating personnel, downsizing of the work force etc. It also includes the authority to announce or create new positions.

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    B9_5Degree of making decisions independent of the parent ministry on general conditions in regards to general criteria for downsizing of personnel/ workforce reduction
    Missing value(s):-1 , 0

    Make decisions on general conditions refers to the scope the organization has for making decisions on general internal conditions or policies within the organization. This could be i.e. general rules for hiring personnel, wage levels, modes of evaluating personnel, downsizing of the work force etc. It also includes the authority to announce or create new positions.

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    B10_1Degree of making decisions independent of the parent ministry on individual conditions in regards to increase of wages for a single employee
    Missing value(s):-1 , 0

    Make decisions on individual conditions refers to the scope the organization has for making decisions concerning individual matters, thus relevant for single individuals.

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    B10_2Degree of making decisions independent of the parent ministry on individual conditions in regards to promote a single employee
    Missing value(s):-1 , 0

    Make decisions on individual conditions refers to the scope the organization has for making decisions concerning individual matters, thus relevant for single individuals.

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    B10_3Degree of making decisions independent of the parent ministry on individual conditions in regards to evaluate a single employee
    Missing value(s):-1 , 0

    Make decisions on individual conditions refers to the scope the organization has for making decisions concerning individual matters, thus relevant for single individuals.

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    B10_4Degree of making decisions independent of the parent ministry on individual conditions in regards to hire a single employee
    Missing value(s):-1 , 0

    Make decisions on individual conditions refers to the scope the organization has for making decisions concerning individual matters, thus relevant for single individuals.

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    B10_5Degree of making decisions independent of the parent ministry on individual conditions in regards to discharge a single employee
    Missing value(s):-1 , 0

    Make decisions on individual conditions refers to the scope the organization has for making decisions concerning individual matters, thus relevant for single individuals.

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    B11_1Degree of making decisions independent of the parent ministry on financial conditions in regards to set loans for investments
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    B11_2Degree of making decisions independent of the parent ministry on financial conditions in regards to set tariffs for services/goods
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    B11_3Degree of making decisions independent of the parent ministry on financial conditions in regards to set tariffs for taxes/charges/fees
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    B11_4Degree of making decisions independent of the parent ministry on financial conditions in regards to enter into contracts with private legal units
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    B12Characteristics of the organization's choice of policy instruments
    Missing value(s):-1 , 0

    Values:
    1 Make most of the decisions itself, parent ministry only partially involved
    The organisation make most of the decisions itself, parent ministry only partially involved in the decision making process and sets few restrictions.
    2 Make most of the decisions itself, after having consulted parent ministry
    The organisation make most of the decisions itself, after having consulted parent ministry
    3 Makes most of the decisions itself in correspondence with restrictions set by parent ministry
    The organisation makes most of the decisions itself in correspondence with conditions or restrictions set by parent ministry
    4 Makes most of the decisions, after having consulted the organisation
    Parent ministry makes most of the decisions, after having consulted the organisation
    5 Makes most of the decisions, independently of the organisation.
    Parent ministry makes most of the decisions, independently of the organisation.

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    B13Characteristics of the organization's choice of organizational task performance
    Missing value(s):-1 , 0

    Values:
    1 Make most of the decisions itself, parent ministry only partially involved
    The organisation make most of the decisions itself, parent ministry only partially involved in the decision making process and sets few restrictions.
    2 Make most of the decisions itself, after having consulted parent ministry
    The organisation make most of the decisions itself, after having consulted parent ministry
    3 Makes most of the decisions itself in correspondence with restrictions set by parent ministry
    The organisation makes most of the decisions itself in correspondence with conditions or restrictions set by parent ministry
    4 Makes most of the decisions, after having consulted the organisation
    Parent ministry makes most of the decisions, after having consulted the organisation
    5 Makes most of the decisions, independently of the organisation.
    Parent ministry makes most of the decisions, independently of the organisation.

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    C14_1Limitations on the organization by regulations on economy
    Missing value(s):-1 , 0

    Values:
    1 Very large
    2 Rather large
    3 Somewhat
    4 Rather small
    5 Very small
    6 Uncertain

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    C14_2Limitations on the organization by regulations on personnel and wage agreements
    Missing value(s):-1 , 0

    Values:
    1 Very large
    2 Rather large
    3 Somewhat
    4 Rather small
    5 Very small
    6 Uncertain

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    C14_3Limitations on the organization by regulations on health, environment and safety
    Missing value(s):-1 , 0

    Values:
    1 Very large
    2 Rather large
    3 Somewhat
    4 Rather small
    5 Very small
    6 Uncertain

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    C14_4Limitations on the organization by international regulations and standards (i.e. EEA, WTO)
    Missing value(s):-1 , 0

    Values:
    1 Very large
    2 Rather large
    3 Somewhat
    4 Rather small
    5 Very small
    6 Uncertain

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    C14_5Limitations on the organization by the parent ministry
    Missing value(s):-1 , 0

    Values:
    1 Very large
    2 Rather large
    3 Somewhat
    4 Rather small
    5 Very small
    6 Uncertain

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    C14_6Limitations on the organization by the Ministry of Finance
    Missing value(s):-1 , 0

    Values:
    1 Very large
    2 Rather large
    3 Somewhat
    4 Rather small
    5 Very small
    6 Uncertain

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    C15Magnitude of influence from parent ministry through the decision-making bodies (board or similar) in the organization
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent
    4 Not relevant

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    C15a_1The character of influence from parent ministry: Focused on details
    Missing value(s):-1 , 0

    If C15a_1 is 1 or 2 it shows whether the parent ministry's influence is focused on details or not respectively

    Values:
    1 Yes
    2 No

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    C15a_2The character of influence from parent ministry: Focused on general lines
    Missing value(s):-1 , 0

    If C15a_2 is 1 or 2 it shows whether the parent ministry's influence is focused on general lines or not respectively

    Values:
    1 Yes
    2 No

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    C16Rules that restrict parent ministry from instruction of the organization
    Missing value(s):-1 , 0

    If no, proceed to variable C17_1.

    Values:
    1 Yes
    2 No

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    C16a_1Rules that restrict parent ministry from instruction: Relevant for the entire organization
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C16a_2Rules that restrict parent ministry from instruction: Relevant for parts of the organization
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C16a_3Rules that restrict parent ministry from instruction: Concerning general instruction
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C16a_4Rules that restrict parent ministry from instruction: Concerning detailed/case-specific instruction
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C16a_5Rules that restrict parent ministry from instruction: Enshrined in law
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C16a_6Rules that restrict parent ministry from instruction: Not enshrined in law
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C17_1_1Board of appeal/appeal committee: Parent Ministry handles economic/administrative decisions
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C17_1_2Board of appeal/appeal committee: Parent Ministry handles professional decisions
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C17_1_3Board of appeal/appeal committee: Parent Ministry is not appellate administrative body
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C17_2_1Board of appeal/appeal committee: Independent court of appeal/appeal board/review board handles economic/administrative decisions
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C17_2_2Board of appeal/appeal committee: Independent court of appeal/appeal board/review board handles professional decisions
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C17_2_3Board of appeal/appeal committee: Independent court of appeal/appeal board/review board is not appellate administrative body
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C17_3Frequency of reversed decisions made by parent ministry
    Missing value(s):-1 , 0

    Values:
    1 Never
    2 To a small extent/seldom
    3 To some extent
    4 Not relevant

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    C17_4Frequency of reversed decisions made by independent court
    Missing value(s):-1 , 0

    Values:
    1 Never
    2 To a small extent/seldom
    3 To some extent
    4 Not relevant

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    C18Frequency of steering meetings between parent ministry and the organization
    Missing value(s):-1 , 0

    Values:
    1 Never
    2 One meeting
    3 2-3 meetings
    4 More than 3 meetings

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    C18a_1Degree of focus in the steering meetings when it comes to economic/administrative matters
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    C18a_2Degree of focus in the steering meetings when it comes to professional matters
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    C18a_3Degree of focus in the steering meetings when it comes to achievement of results/reporting of results
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    C19_1Characteristics of the letter of allocation from parent ministry: Long/comprehensive
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C19_2Characteristics of the letter of allocation from parent ministry: Short
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C19_3Characteristics of the letter of allocation from parent ministry: General
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C19_4Characteristics of the letter of allocation from parent ministry: Detailed
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C19a_1Other factors communicated through the letter for allocation: Specific and testable criteria for goal achievement
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C19a_2Other factors communicated through the letter for allocation: Signals of preferences
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C19a_3Other factors communicated through the letter for allocation: Description of purpose and activities
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C19a_4Other factors communicated through the letter for allocation: Professional signals
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C19a_5Other factors communicated through the letter for allocation: Production target/efficiency
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C19bChanges in the letter of allocation during the budget period
    Missing value(s):-1 , 0

    Values:
    1 Yes, often
    2 Yes, but seldom
    3 No

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    C19c_1Relevant changes in the organization's letter of allocation during the past 5 years: Has become longer
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C19c_2Relevant changes in the organization's letter of allocation during the past 5 years: Has become shorter
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C19c_3Relevant changes in the organization's letter of allocation during the past 5 years: Greater focus on general lines
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C19c_4Relevant changes in the organization's letter of allocation during the past 5 years: Greater focus on details/ singular cases
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C19c_5Relevant changes in the organization's letter of allocation during the past 5 years: More obligatory
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C19c_6Relevant changes in the organization's letter of allocation during the past 5 years: Less obligatory
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C19c_7Relevant changes in the organization's letter of allocation during the past 5 years: Mainly the same
    Missing value(s):-1

    Values:
    0 False
    1 True

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    C20Degree of informal steering signals from the parent ministry in the organization
    Missing value(s):-1 , 0

    Informal steering signals:
    Refers to steering signals communicated from superior units to the organization that does not necessarily follow the formal steering dialogue and formal procedure. It may come as an addition to the formal steering dialogue, i.e. informal conversations, informal meetings, e-mail, phone ect. //

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent
    4 Uncertain

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    C20aEmphasize in the organization concerning informal steering signals
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent
    4 Uncertain

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    C20bChanges in the informal steering signals from parent ministry during the past 5 years
    Missing value(s):-1 , 0

    Values:
    1 More
    2 Less
    3 Mainly the same

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    C21Character of the goals set for the organization
    Missing value(s):-1 , 0

    Values:
    1 Qualitative
    2 Quantitative
    3 Both

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    C22Involvement of the organization in the process of setting goals
    Missing value(s):-1 , 0

    Values:
    1 Yes, we set the goals ourselves
    2 The organization determine goals in cooperation with parent ministry/superior unit
    3 Parent ministry/ superior unit determine goals in cooperation with the organization
    4 No, parent ministry/superior unit set the goals on their own

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    C23_1Societal effects as indicator for measuring goals
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    C23_2Quality of services as indicator for measuring goals
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    C23_3Use of resources as indicator for measuring goals
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    C23_4Activities and task performance as indicator for measuring goals
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    C23_5Quantitative results as indicator for measuring goals
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    C23_6Qualitative results as indicator for measuring goals
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    C23aNumber of indicators in steering documents
    Missing value(s):-1 , 0

    Values:
    1 None
    2 <10
    3 10 - 19
    4 20 - 49
    5 >50

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    C23bChanges in number of indicators during the past 5 years
    Missing value(s):-1 , 0

    Values:
    1 More indicators
    2 Less indicators
    3 Mainly the same

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    C23cAccuracy of indicators when it comes to describing activities in the organization
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    C23dFluctuation in the indicators during the past 5 years
    Missing value(s):-1 , 0

    Values:
    1 Mainly stable
    2 Some change
    3 Unstable

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    C23eChanges in the character of the indicators during the past 5 years
    Missing value(s):-1 , 0

    Values:
    1 More qualitative
    2 Less qualitative
    3 Mainly the same

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    C24Purpose behind indicators in the relation between the organization and parent ministry
    Missing value(s):-1 , 0

    Values:
    1 To a large extent
    2 To some extent
    3 To a small/no extent

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    C24a_1Purpose behind indicators: Informational basis for organizational learning
    Missing value(s):-1

    The variable is only answered if C24 = 1 or 2

    Values:
    0 False
    1 True

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    C24a_2Purpose behind indicators: Basis for future resource allocation
    Missing value(s):-1

    The variable is only answered if C24 = 1 or 2

    Values:
    0 False
    1 True

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    C24a_3Purpose behind indicators: Uncertain
    Missing value(s):-1

    The variable is only answered if C24 = 1 or 2

    Values:
    0 False
    1 True

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