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

Untitled Document
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

Untitled Document
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

Untitled Document
C21Character of the goals set for the organization

Missing value(s):-1 , 0

Values:

1 Qualitative

2 Quantitative

3 Both

Untitled Document
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

Untitled Document
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

Untitled Document
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

Untitled Document
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

Untitled Document
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

Untitled Document
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

Untitled Document
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

Untitled Document
C23aNumber of indicators in steering documents

Missing value(s):-1 , 0

Values:

1 None

2 <10

3 10 - 19

4 20 - 49

5 >50

Untitled Document
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

Untitled Document
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

Untitled Document
C23dFluctuation in the indicators during the past 5 years

Missing value(s):-1 , 0

Values:

1 Mainly stable

2 Some change

3 Unstable

Untitled Document
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

Untitled Document
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

Untitled Document
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

Untitled Document
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

Untitled Document
C24a_3Purpose behind indicators: Uncertain

Missing value(s):-1

The variable is only answered if C24 = 1 or 2

Values:

0 False

1 True

Untitled Document
C24bShare of total future budget linked to performance of indicators

Missing value(s):-1 , 0

Values:

1 Not relevant

2 Less than 10%

3 More than 10%

Untitled Document
C25_1Method of reporting to parent ministry: Quarterly reports

Missing value(s):-1

Values:

0 False

1 True

Untitled Document
C25_2Method of reporting to parent ministry: Budget proposal/annexes to the National Budget

Missing value(s):-1

Values:

0 False

1 True

Untitled Document
C25_3Method of reporting to parent ministry: Yearly reports

Missing value(s):-1

Values:

0 False

1 True

Untitled Document
C25_4Method of reporting to parent ministry: Other kinds of reporting

Missing value(s):-1

Values:

0 False

1 True

Untitled Document
C25aPromoter for reporting results/achieved goals

Missing value(s):-1 , 0

Values:

1 The organization itself

2 Parent ministry

3 Both the organization and parent ministry

Untitled Document
C25bUse of ICT-based reporting systems for the documentation of results

Missing value(s):-1 , 0

Values:

1 Yes

2 No

Untitled Document
C26Degree of rewards for the organization in reaching of targets

Missing value(s):-1 , 0

If to a small/no extent, proceed to question C27.

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
C26a_1Character of rewards for the organization due to good results/achieved goals: Wage increase/bonus/promotion of personnel

Missing value(s):-1

This variable is only answered is the answer to question C26 is to some extend or to a large extent

Values:

0 False

1 True

Untitled Document
C26a_2Character of rewards for the organization due to good results/achieved goals: More freedom/leeway for exercising discretion for employees

Missing value(s):-1

This variable is only answered is the answer to question C26 is to some extend or to a large extent

Values:

0 False

1 True

Untitled Document
C26a_3Character of rewards for the organization due to good results/achieved goals: Increased resource allocation/financial means for the organization

Missing value(s):-1

This variable is only answered is the answer to question C26 is to some extend or to a large extent

Values:

0 False

1 True

Untitled Document
C26a_4Character of rewards for the organization due to good results/achieved goals: Greater autonomy with regards to superior units and/or regulations

Missing value(s):-1

This variable is only answered is the answer to question C26 is to some extend or to a large extent

Values:

0 False

1 True

Untitled Document
C27Existence of sanctions due to bad results or not reaching the targets

Missing value(s):-1 , 0

If to a small/no extent, proceed to question C28.

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
C27a_1Character of sanctions due to bad results/unfulfilled goals: Wage decrease/bonus reduction/demotion of personnel

Missing value(s):-1

This variable is only answered is the answer to question C27 is to some extend or to a large extent

Values:

0 False

1 True

Untitled Document
C27a_2Character of sanctions due to bad results/unfulfilled goals: Reduced freedom/leeway for exercising discretion for employees

Missing value(s):-1

This variable is only answered is the answer to question C27 is to some extend or to a large extent

Values:

0 False

1 True

Untitled Document
C27a_3Character of sanctions due to bad results/unfulfilled goals: Reduced resource allocation/financial means for the organization

Missing value(s):-1

This variable is only answered is the answer to question C27 is to some extend or to a large extent

Values:

0 False

1 True

Untitled Document
C27a_4Character of sanctions due to bad results/unfulfilled goals: Less autonomy with regards to superior units and/or regulations

Missing value(s):-1

This variable is only answered is the answer to question C27 is to some extend or to a large extent

Values:

0 False

1 True

Untitled Document
C28Use of bonus

Missing value(s):-1 , 0

Values:

1 Yes, for leaders

2 Yes, for all

3 No

Untitled Document
C29_1Importance of the following units with regards to audit/control/regulation of the organization: The organization itself (internal control)

Missing value(s):-1 , 0

Values:

1 Very important

2 Important

3 Not important

Untitled Document
C29_2Importance of the following units with regards to audit/control/regulation of the organization: The Office of the Auditor General

Missing value(s):-1 , 0

Values:

1 Very important

2 Important

3 Not important

Untitled Document
C29_3Importance of the following units with regards to audit/control/regulation of the organization: Parent ministry

Missing value(s):-1 , 0

Values:

1 Very important

2 Important

3 Not important

Untitled Document
C29_4Importance of the following units with regards to audit/control/regulation of the organization: Ministry of Finance

Missing value(s):-1 , 0

Values:

1 Very important

2 Important

3 Not important

Untitled Document
C29_5Importance of the following units with regards to audit/control/regulation of the organization: Independent court of appeal/ appeal board/ review board

Missing value(s):-1 , 0

Values:

1 Very important

2 Important

3 Not important

Untitled Document
C29_6Importance of the following units with regards to audit/control/regulation of the organization: Governmental supervisory body/ regulatory body/ agency

Missing value(s):-1 , 0

Values:

1 Very important

2 Important

3 Not important

Untitled Document
C29_7Importance of the following units with regards to audit/control/regulation of the organization: The courts

Missing value(s):-1 , 0

Values:

1 Very important

2 Important

3 Not important

Untitled Document
C29_8Importance of the following units with regards to audit/control/regulation of the organization: Ombud/Ombudsman of the Parliament for public administration

Missing value(s):-1 , 0

Values:

1 Very important

2 Important

3 Not important

Untitled Document
C29_9Importance of the following units with regards to audit/control/regulation of the organization: The parliament

Missing value(s):-1 , 0

Values:

1 Very important

2 Important

3 Not important

Untitled Document
C29_10Importance of the following units with regards to audit/control/regulation of the organization: ESA (EFTAs surveillance authority)

Missing value(s):-1 , 0

Values:

1 Very important

2 Important

3 Not important

Untitled Document
C29_11Importance of the following units with regards to audit/control/regulation of the organization: Other international organizations

Missing value(s):-1 , 0

Values:

1 Very important

2 Important

3 Not important

Untitled Document
C29_12Importance of the following units with regards to audit/control/regulation of the organization: Private accreditation/ standardization organizations

Missing value(s):-1 , 0

Values:

1 Very important

2 Important

3 Not important

Untitled Document
C29_13Importance of the following units with regards to audit/control/regulation of the organization: Mass media

Missing value(s):-1 , 0

Values:

1 Very important

2 Important

3 Not important

Untitled Document
C30_1Activities subject to audit/control/regulation: Administrative performance/function

Missing value(s):-1

Values:

0 False

1 True

Untitled Document
C30_2Activities subject to audit/control/regulation: Regulations on economy for governmental organizations

Missing value(s):-1

Values:

0 False

1 True

Untitled Document
C30_3Activities subject to audit/control/regulation: Personnel

Missing value(s):-1

Values:

0 False

1 True

Untitled Document
C30_4Activities subject to audit/control/regulation: Cost effectiveness

Missing value(s):-1

Values:

0 False

1 True

Untitled Document
C30_5Activities subject to audit/control/regulation: Level of goal achievement

Missing value(s):-1

Values:

0 False

1 True

Untitled Document
C30_6Activities subject to audit/control/regulation: Organizational enforcement of- and compliance to general rules, regulations and precepts

Missing value(s):-1

Values:

0 False

1 True

Untitled Document
C30_7Activities subject to audit/control/regulation: Budgeting and accounting

Missing value(s):-1

Values:

0 False

1 True

Untitled Document
C30_8Activities subject to audit/control/regulation: Organizational follow-up on general lines and policies provided by political authorities

Missing value(s):-1

Values:

0 False

1 True

Untitled Document
C30_9Activities subject to audit/control/regulation: Internal control systems

Missing value(s):-1

Values:

0 False

1 True

Untitled Document
C31Degree of character of counselling of the audit/control/regulation

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
C32Characteristics of the organization's internal control system/mechanisms

Missing value(s):-1 , 0

Values:

1 Well established and functioning

2 Adequate/sufficient

3 Inadequate/insufficient

Untitled Document
C33Pressure put on the organization from the parliament during the past 5 years

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
C34_1Performance auditing during the past 5 years

Missing value(s):-1 , 0

Values:

1 Yes

2 No

Untitled Document
C34_2Reviews/criticism from the Office of the Auditor General concerning the financial auditing during the past 5 years

Missing value(s):-1 , 0

Values:

1 Yes

2 No

Untitled Document
C34_3Routine inspections from independent courts of appeal/appeal boards/review boards during the past 5 years

Missing value(s):-1 , 0

Values:

1 Yes

2 No

Untitled Document
C34_4Non-routine inspections from independent courts of appeal/appeal boards/review boards during the past 5 years

Missing value(s):-1 , 0

Values:

1 Yes

2 No

Untitled Document
C34_5Supervision/control/regulation from private accreditation/standardization organizations during the past 5 years

Missing value(s):-1 , 0

Values:

1 Yes

2 No

Untitled Document
C35_1Review of the organizational activity during the past 5 years made by: Courts

Missing value(s):-1 , 0

Values:

1 Yes, one case

2 Yes, several cases

3 No

Untitled Document
C35_2Review of the organizational activity during the past 5 years made by: International supervisory bodies (i.e. ESA)

Missing value(s):-1 , 0

Values:

1 Yes, one case

2 Yes, several cases

3 No

Untitled Document
C35_3Review of the organizational activity during the past 5 years made by: Ombud

Missing value(s):-1 , 0

Values:

1 Yes, one case

2 Yes, several cases

3 No

Untitled Document
C35aFavourably outcome of decision in case of yes to C35_1, C35_2 or C35_3

Missing value(s):-1 , 0

Values:

1 Yes, always

2 Yes, some times

3 No

Untitled Document
C36_1Frequency of the following types of audit/control/regulation: Mutuality

Missing value(s):-1 , 0

Mutuality:
Formal or informal control of individuals by peer group appraisals based on egalitarian values. Cooperation is vital within this dimension of scrutiny/regulation/control.
Contrived randomness:
Scrutiny/regulation/control through employing unpredictability, random selection processes, rotation arrangements, random inspection ect.
Competition:
regulation/control through different forms of rivalization. Marked testing, competitive tendering, formation of a contracts etc.
Oversight:
control from above or from other governmental organizations, implies strong hierarchial ties. Characterized by routine rather than unpredictability.

Values:

1 Very common

2 Somewhat common

3 Not common

Untitled Document
C36_2Frequency of the following types of audit/control/regulation: Contrived randomness

Missing value(s):-1 , 0

Values:

1 Very common

2 Somewhat common

3 Not common

Untitled Document
C36_3Frequency of the following types of audit/control/regulation: Competition

Missing value(s):-1 , 0

Values:

1 Very common

2 Somewhat common

3 Not common

Untitled Document
C36_4Frequency of the following types of audit/control/regulation: Oversight

Missing value(s):-1 , 0

Values:

1 Very common

2 Somewhat common

3 Not common

Untitled Document
C37Characteristics of the development of regulations and precepts within the organization's field of responsibility

Missing value(s):-1 , 0

Values:

1 The parent ministry undertake development of regulations and precepts on its own

2 The organization undertake development of regulations and precepts on its own

3 Both parent ministry and organization undertake development of regulations and precepts

Untitled Document
C38Magnitude of criticism from other public units, political actors or mass media due to lack of conformity/correspondence with political objectives and preferences during the past 5 years

Missing value(s):-1 , 0

Values:

1 Has not occurred

2 To a very little extent

3 To some extent

4 To a very large extent

Untitled Document
C39Mutual level of trust between the organization and parent ministry

Missing value(s):-1 , 0

Values:

1 Very high level of mutual trust

2 Rather high level of mutual trust

3 Neutral

4 Rather small level of mutual trust

5 Very small level of mutual trust

Untitled Document
D40_1Evaluation of performance: Task solving

Missing value(s):-1 , 0

Values:

1 Very poorly

2 Poorly

3 Medium

4 Well

5 Very well

Untitled Document
D40_2Evaluation of performance: Innovation

Missing value(s):-1 , 0

Values:

1 Very poorly

2 Poorly

3 Medium

4 Well

5 Very well

Untitled Document
D40_3Evaluation of performance: Professional quality

Missing value(s):-1 , 0

Values:

1 Very poorly

2 Poorly

3 Medium

4 Well

5 Very well

Untitled Document
D40_4Evaluation of performance: Respect for individual rights

Missing value(s):-1 , 0

Values:

1 Very poorly

2 Poorly

3 Medium

4 Well

5 Very well

Untitled Document
D40_5Evaluation of performance: Service quality

Missing value(s):-1 , 0

Values:

1 Very poorly

2 Poorly

3 Medium

4 Well

5 Very well

Untitled Document
D40_6Evaluation of performance: Possibilities of advancement in the organization

Missing value(s):-1 , 0

Values:

1 Very poorly

2 Poorly

3 Medium

4 Well

5 Very well

Untitled Document
D40_7Evaluation of performance: Opportunity for individual rewards

Missing value(s):-1 , 0

Values:

1 Very poorly

2 Poorly

3 Medium

4 Well

5 Very well

Untitled Document
D40_8Evaluation of performance: Risk taking

Missing value(s):-1 , 0

Values:

1 Very poorly

2 Poorly

3 Medium

4 Well

5 Very well

Untitled Document
D40_9Evaluation of performance: Equal rewards/compensation

Missing value(s):-1 , 0

Values:

1 Very poorly

2 Poorly

3 Medium

4 Well

5 Very well

Untitled Document
D40_10Evaluation of performance: Cooperation between colleagues

Missing value(s):-1 , 0

Values:

1 Very poorly

2 Poorly

3 Medium

4 Well

5 Very well

Untitled Document
D40_11Evaluation of performance: Goal orientation

Missing value(s):-1 , 0

Values:

1 Very poorly

2 Poorly

3 Medium

4 Well

5 Very well

Untitled Document
D40_12Evaluation of performance: Precision

Missing value(s):-1 , 0

Values:

1 Very poorly

2 Poorly

3 Medium

4 Well

5 Very well

Untitled Document
D40_13Evaluation of performance: Performance based reward system

Missing value(s):-1 , 0

Values:

1 Very poorly

2 Poorly

3 Medium

4 Well

5 Very well

Untitled Document
D40_14Evaluation of performance: Competence training

Missing value(s):-1 , 0

Values:

1 Very poorly

2 Poorly

3 Medium

4 Well

5 Very well

Untitled Document
D40_15Evaluation of performance: Customer/service orientation

Missing value(s):-1 , 0

Values:

1 Very poorly

2 Poorly

3 Medium

4 Well

5 Very well

Untitled Document
D40_16Evaluation of tperformance: Gender equality

Missing value(s):-1 , 0

Values:

1 Very poorly

2 Poorly

3 Medium

4 Well

5 Very well

Untitled Document
D41_1The extent of the following activity: Developing innovative products/services

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
D41_2The extent of the following activity: Extension of service delivery for pay

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
D41_3The extent of the following activity: Restructuring of internal processes to market, product and target group

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
D41_4The extent of the following activity: Planning over years

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
D41_5The extent of the following activity: Internal allocation and resources to organizational units on the basis of results

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
D41_6The extent of the following activity: Development of internal reporting- and evaluation systems as a basis for result-evaluation by the management

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
D41_7The extent of the following activity: Extended internal management autonomy on lower management levels

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
D41_8The extent of the following activity: Development of results oriented HMR

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
D41_9The extent of the following activity: Development of cost-calculation systems

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
D41_10The extent of the following activity: Alter the function of the board from an operational to strategic role

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
D41_11The extent of the following activity: Performance appraisal/ assessment

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
D41_12The extent of the following activity: Performance proclamation

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
D41_13The extent of the following activity: Business process reengineering

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
D41_14The extent of the following activity: Scheduling

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
E42Board

Missing value(s):-1 , 0

In case of no, proceed to question E43.

Values:

1 Yes

2 No

Untitled Document
E42aWay of appointing the board

Missing value(s):-1 , 0

This variable is only answered if the answer to question E42 is yes

Values:

1 Royal act

2 Ministerial act

3 The minister/ministry

4 Parliament act

Untitled Document
E42b_1Representation in the board: Parent ministry

Missing value(s):-1 , 0

Values:

1 Yes

2 No

Untitled Document
E42b_2Representation in the board: Other governmental units

Missing value(s):-1 , 0

Values:

1 Yes

2 No

Untitled Document
E42b_3Representation in the board: Labour organizations

Missing value(s):-1 , 0

Values:

1 Yes

2 No

Untitled Document
E42b_4Representation in the board: Client organizations

Missing value(s):-1 , 0

Values:

1 Yes

2 No

Untitled Document
E42b_5Representation in the board: Interest groups/ organizations

Missing value(s):-1 , 0

Values:

1 Yes

2 No

Untitled Document
E42b_6Representation in the board: Professional expertise

Missing value(s):-1 , 0

Values:

1 Yes

2 No

Untitled Document
E42b_7Representation in the board: The public

Missing value(s):-1 , 0

Values:

1 Yes

2 No

Untitled Document
E42c_1The board's responsibility concerning results and goal achievement

Missing value(s):-1 , 0

Values:

1 Yes

2 No

Untitled Document
E42c_2The board's responsibility concerning administration of finances, budgets and accounting

Missing value(s):-1 , 0

Values:

1 Yes

2 No

Untitled Document
E42c_3The board's responsibility concerning enforcement and compliance to laws, rules, precepts and guidelines

Missing value(s):-1 , 0

Values:

1 Yes

2 No

Untitled Document
E42c_4The board's responsibility concerning operating plans, strategic plans

Missing value(s):-1 , 0

Values:

1 Yes

2 No

Untitled Document
E43Responsibility for the organization for the day-to-day management

Missing value(s):-1 , 0

Values:

1 Individual top manager on a regular contract

2 Individual top manager appointed for a term of years

3 Several top managers

Untitled Document
E44Employment of the organization's day-to-day management

Missing value(s):-1 , 0

Values:

1 The government

2 The minister/ministry

3 The board of the organization

Untitled Document
E44a_1Actors evaluating the manager with regards to results/achieved targets: Not relevant

Missing value(s):-1

Several answers possible

Values:

0 False

1 True

Untitled Document
E44a_2Actors evaluating the manager with regards to results/achieved targets: The government

Missing value(s):-1

Values:

0 False

1 True

Untitled Document
E44a_3Actors evaluating the manager with regards to results/achieved targets: The minister/ministry

Missing value(s):-1

Values:

0 False

1 True

Untitled Document
E44a_4Actors evaluating the manager with regards to results/achieved targets: The parliament (including committees and singular representatives)

Missing value(s):-1

Values:

0 False

1 True

Untitled Document
E44a_5Actors evaluating the manager with regards to results/achieved targets: The board

Missing value(s):-1

Values:

0 False

1 True

Untitled Document
E44a_6Actors evaluating the manager with regards to results/achieved targets: Others

Missing value(s):-1

Values:

0 False

1 True

Untitled Document
E44b_1Extent of responsibility for day-to-day management with regards to the oversight authority: Results and goal achievement

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
E44b_2Extent of responsibility for day-to-day management with regards to the oversight authority: Administration of finances, budgets and accounting

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
E44b_3Extent of responsibility for day-to-day management with regards to the oversight authority: Enforcement and compliance to laws, rules, precepts and guidelines

Missing value(s):-1 , 0

Values:

1 To a large extent

2 To some extent

3 To a small/no extent

Untitled Document
E44b_4Extent of responsibility for day-to-day management with regards to the oversight authority: Operating plans, strategic plans

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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E45Union density in the organization

Missing value(s):-1 , 0

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

Values:

1 0-50%

2 50-75%

3 75-90%

4 Above 90%

5 Uncertain

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E46Existence of a separate chapter in the National Budget devoted to the organization

Missing value(s):-1 , 0

Separate budget chapter:
If the organization receives it's resource allocation through the use of a exclusive, separate budget chapter in the National budget (no other units/organizations in sharing the same budget chapter).

Values:

1 Yes

2 No

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E47_1Additional Types of income for the organization: Self generated income

Missing value(s):-1 , 0

Self generated income:
refers to income that the organization during a budget period generates through it's own activities, and comes as an addition to budget allocation. Self generated income will depend on service and activity level of the organization, the extent of production and some times also demand. It does not include income that have the character of reimbursements or income that with certainty is channelled directly back to the treasury.
Examples: income from sales, services, consultation ect.

Values:

1 No

2 Yes, but insignificant

3 Yes, to a some extent

4 Yes, to a considerable extent

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E47_2Additional Types of income for the organization: Transfers/subsidies from other governmental bodies

Missing value(s):-1 , 0

Values:

1 No

2 Yes, but insignificant

3 Yes, to a some extent

4 Yes, to a considerable extent

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E47_3Additional Types of income for the organization: Other kinds of income

Missing value(s):-1 , 0

Values:

1 No

2 Yes, but insignificant

3 Yes, to a some extent

4 Yes, to a considerable extent

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E47a_1Despriction of self-raised organizational income: Income from taxes and revenues

Missing value(s):-1 , 0

Taxes and revenues:
i.e. charges on administrative executive work etc. This type of income is often subject to political regulation either entirely or partially.
Income from sales and services:
i.e. income that stems from courses, seminars, selling equipment, reports and documentation, informational brochures, hiring out, production of maps and geological data etc.
Project/commission income:
This is normally of a more temperate and provisional character, it can be highly changeable and difficult to predict future income and relies on external demand. Project income stems from organizational tasks and activities that will be limited in terms of time.

Values:

1 Yes

2 No

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E47a_3Despriction of self-raised organizational income: Income from sales and services

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E47a_2Despriction of self-raised organizational income: Project/commission income

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E47a_4Despriction of self-raised organizational income: Other kinds of self generated income

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E48Total budget allocation in the National Budget in 2003

Missing value(s):

State amount in million kroner

Values:

Untitled Document
E49aOption to shift budget between costs and investments

Missing value(s):-1 , 0

In case of no, proceed to question E49_b.

Values:

1 No

2 Yes

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E49a_aPercentage of total budget

Missing value(s):

This variable in answered only if yes to E49a

Values:

Untitled Document
E49bOption to shift budgets between years

Missing value(s):-1 , 0

In case of no, proceed to question E50_1.

Values:

1 No

2 Yes

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E49b_aPercentage of total budget

Missing value(s):

This variable in answered only if yes to E49b

Values:

Untitled Document
E50_1Description of the budget: Input based

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E50_2Description of the budget: Activity based

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E50_3Description of the budget: Output based

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E50_4Description of the budget: Effects based

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E51_1Accounting principals: Cash based

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E51_2Accounting principals: Modified cash based accounting

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E51_3Accounting principals: Accrual accounting

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E51_4Accounting principals: Modified accrual accounting

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E52Degree of correspondence between the budget and the accounts

Missing value(s):-1 , 0

Values:

1 Very large

2 Rather large

3 Rather little

4 Very little

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E53_1Techniques or instruments used: Public reporting on the performance of the organization in yearly reports, budgets documents, operational plans, strategic plans

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E53_2Techniques or instruments used: Quality standards for production/service delivery

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E53_3Techniques or instruments used: Customer surveys

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E53_4Techniques or instruments used: Quality management systems (i.e....ISO, BSC)

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E53_5Techniques or instruments used: Internal units monitoring quality

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E53_6Techniques or instruments used: Steering on goals and results through the �konomiregelverket

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E53_7Techniques or instruments used: Balanced goal steering

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E53_8Techniques or instruments used: Value Process Management

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E53_9Techniques or instruments used: Activity Based Costing (ABC)

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E53_10Techniques or instruments used: Economic Value Added (EVA)

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E53_11Techniques or instruments used: Contractual steering

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E53_12Techniques or instruments used: Activity Based Management (ABM)

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E53_13Techniques or instruments used: Benchmarking

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E53_14Techniques or instruments used: Value-based Management

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E53_15Techniques or instruments used: Total-quality management

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E53_16Techniques or instruments used: Team-based management

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E53_17Techniques or instruments used: Knowledge-based management

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E53_18Techniques or instruments used: Service-based management

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E54_1Existence of subsidiary companies

Missing value(s):-1 , 0

In case of no, proceed to question E54_3.

Values:

1 Yes

2 No

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E54_1_ANumber of subsidiary companies

Missing value(s):

This variable in answered only if yes to E54_1

Values:

Untitled Document
E54_2Description of affiliation for subsidiary company (-ies) with the organization

Missing value(s):-1 , 0

This variable in answered only if yes to E54_1

Values:

1 Wholly owned company

2 Partly owned company

3 Both wholly owned and partly owned

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E54_3Contribution og establishment of any foundations after the year of 1990

Missing value(s):-1 , 0

Values:

1 Yes

2 No

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E54_3_ANumber of foundations

Missing value(s):

This variable in answered only if yes to E54_3

Values:

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S1Comments to the questionnaire

Missing value(s):

Values:

Untitled Document
S2E-mail:

Missing value(s):

Values:

Untitled Document
REGI_1The form is completed

Missing value(s):-1

The respondent cross mark to indicate completed form.

Values:

0 False

1 True

	1	Policy formulation

	2	Regulation/scrutiny/control

	3	Other kinds of exercising public authority

	4	General public services

	5	Business and industrial services

	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

	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.

	1	Very large

	2	Rather large

	3	Somewhat

	4	Rather small

	5	Very small

	6	Uncertain

	1	To a large extent

	2	To some extent

	3	To a small/no extent

	4	Not relevant

	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

	1	The organization itself

	2	Parent ministry

	3	Both the organization and parent ministry

	1	Well established and functioning

	2	Adequate/sufficient

	3	Inadequate/insufficient

	1	The parent ministry undertake development of regulations and precepts on its own

	2	The organization undertake development of regulations and precepts on its own

	3	Both parent ministry and organization undertake development of regulations and precepts

	1	Has not occurred

	2	To a very little extent

	3	To some extent

	4	To a very large extent

	1	Very high level of mutual trust

	2	Rather high level of mutual trust

	3	Neutral

	4	Rather small level of mutual trust

	5	Very small level of mutual trust

	1	Royal act

	2	Ministerial act

	3	The minister/ministry

	4	Parliament act

	1	Individual top manager on a regular contract

	2	Individual top manager appointed for a term of years

	3	Several top managers

	1	The government

	2	The minister/ministry

	3	The board of the organization

	1	No

	2	Yes, but insignificant

	3	Yes, to a some extent

	4	Yes, to a considerable extent

	1	Wholly owned company

	2	Partly owned company

	3	Both wholly owned and partly owned

NSD

Governmental autonomy – variables from questionnaire (Data_ForvAuto)