Spørreskjema - Framside
State organizations
Questionnaire on governmental autonomy and steering


{{Name of organisation}} #IdNo

{{Not translated to English: Here is a guide addressed to the respondent about the filling of the questionnaire.}}

This is as printable version of the Internet based questionnaire.

Enclosed is the e-mail following the questionnaire and supplementary help for some of the questions.

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PART 1 ORGANIZATIONAL CHARACTERISTICS


A1 Number of employees:
Man-labour year for the entire organization included subordinate units.
Less than 20 20 - 49 50 - 199 200 - 499 500 and above

A2 Is the organization established by:
Law Royal act Ministerial act Other Uncertain

A3 What is the primary task of the organization? Help
Policy formulation
Regulation/scrutiny/control
Other kinds of exercising public authority
General public services
Business and industrial services

A4 What additional tasks does the organization maintain (up to two tasks)? Help
Policy formulation
Regulation/scrutiny/control
Other kinds of exercising public authority
General public services
Business and industrial services
No other tasks

A5 Given the main task of your organisation; are there other organizations that maintain similar tasks or services within the same organizational field?
Yes No
In case of no, proceed to question A6_1.

A5a In case of yes, is the organization situated in a market whit some form of competition?
No Yes, to some extent Yes, to a large extent
In case of no, proceed to question A6_1.

A5b In case of yes, are the competitors:
Several answers possible.
Civil service agencies
Governmental companies/ foundations
Units at local administrative level
Units at county/regional administrative level
Private enterprises/ companies/foundations
Voluntary organizations/unions
Private -individual
International org./units in other countries

A6_1 How widespread are the following activities in the organization in relation to parent ministry (the entire organization including subordinate units)?
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
Preparation 1 2 3 4 5 6 7
Implementation 1 2 3 4 5 6 7
Evaluation/reporting results 1 2 3 4 5 6 7

A7_1 To what extent are the following units relevant target groups for the activities or services of the organization?
Civil service organizations To a large extent To some extent To a small/no extent
Government administrative companies/ foundations To a large extent To some extent To a small/no extent
Local administrative organizations To a large extent To some extent To a small/no extent
Regional administrative organizations To a large extent To some extent To a small/no extent
Private enterprises/ companies/ foundations To a large extent To some extent To a small/no extent
Voluntary organizations/ interest organizations To a large extent To some extent To a small/no extent
Private individuals To a large extent To some extent To a small/no extent
International organizations/ units in other countries To a large extent To some extent To a small/no extent
A7_A Which of the above mentioned units constitute the main target group of the organization?

A8 Is the organisation involved in networks with other public or private organisations with regards to the planning of or performance of organizational tasks? Help
Yes No
In case of no, proceed to the next webpage, question B9_1.

A8a_1 In case of yes, who are the most relevant participators in this network?
Several answers possible.
Civil service organizations Very relevant Some relevance Small/no relevance
Government administrative companies/ foundations Very relevant Some relevance Small/no relevance
Local administrative organizations Very relevant Some relevance Small/no relevance
Regional administrative organizations Very relevant Some relevance Small/no relevance
Private enterprises/ companies/ foundations Very relevant Some relevance Small/no relevance
Voluntary organizations/ interest organizations Very relevant Some relevance Small/no relevance
Private individuals Very relevant Some relevance Small/no relevance
International organizations/ units in other countries Very relevant Some relevance Small/no relevance

A8b_1 How can the relationship between the organisation and the most relevant participants of this network be described?
Degree of formality Informal Formal
Degree of common responsibilities No common responsibilities Common responsibilities
Degree of cooperation Not obligatory Obligatory
Joint co-operative body (board, council, panel, committee) Yes No

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PART 2: AUTONOMY


Personnel autonomy


B9_1 To what extent can the organization make decisions independent of the parent ministry on the following general conditions ? Help
Level of salaries To a large extent To some extent To a small/no extent
General criteria for promotion/ advancement of personnel To a large extent To some extent To a small/no extent
General criteria for evaluating personnel To a large extent To some extent To a small/no extent
General criteria for hiring personnel To a large extent To some extent To a small/no extent
General criteria for downsizing of personnel/ workforce reduction To a large extent To some extent To a small/no extent

B10_1 To what extent can the organization make decisions independent of the parent ministry on the following individual conditions? Help
Increase of wages for a single employee To a large extent To some extent To a small/no extent
Promote a single employee To a large extent To some extent To a small/no extent
Evaluate a single employee To a large extent To some extent To a small/no extent
Hire a single employee To a large extent To some extent To a small/no extent
Discharge a single employee To a large extent To some extent To a small/no extent

Financial autonomy

B11_1 To what extent can the organization make decisions independent of the parent ministry on the following financial conditions?
Set loans for investments To a large extent To some extent To a small/no extent
Set tariffs for services/ goods To a large extent To some extent To a small/no extent
Set tariffs for taxes/ charges/ fees To a large extent To some extent To a small/no extent
Enter into contracts with private legal units To a large extent To some extent To a small/no extent

Professional autonomy

B12 Which of the following statements is most characteristic with respect to the choice of policy instruments of the organization (use of resources, input factors)?
The organisation make most of the decisions itself, parent ministry only partially involved in the decision making process and sets few restrictions.
The organisation make most of the decisions itself, after having consulted parent ministry
The organisation makes most of the decisions itself in correspondence with conditions or restrictions set by parent ministry
Parent ministry makes most of the decisions, after having consulted the organisation
Parent ministry makes most of the decisions, independently of the organisation.

B13 Which of the following statements is most characteristic with respect to organizational task performance (executive work, priority of activities)? ?
The organisation make most of the decisions itself, parent ministry only partially involved in the decision making process and sets few restrictions.
The organisation make most of the decisions itself, after having consulted parent ministry
The organisation makes most of the decisions itself in correspondence with conditions or restrictions set by parent ministry
Parent ministry makes most of the decisions, after having consulted the organisation
Parent ministry makes most of the decisions, independently of the organisation.

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PART 3: STEERING


C14_1 To what extent does following regulations or units represent limitations on the organization?
Regulations on economy for state organizations Very large Rather large Somewhat Rather small Very small Uncertain
Regulations on personnel and wage agreements Very large Rather large Somewhat Rather small Very small Uncertain
Regulations on health, environment and safety Very large Rather large Somewhat Rather small Very small Uncertain
International regulations and standards (i.e. EEA, WTO) Very large Rather large Somewhat Rather small Very small Uncertain
Parent ministry Very large Rather large Somewhat Rather small Very small Uncertain
Ministry of Finance Very large Rather large Somewhat Rather small Very small Uncertain

C15 To what extent does the parent ministry exert influence through the organization's decision-making bodies (board or similar)?
To a large extent To some extent To a small/no extent Not relevant
C15a_1 If parent ministry exert influence to a large extent or to some extent through the organization's decision-making bodies - is such influence:
Focused on details Yes No
Focused on general lines Yes No

C16 Are there rules that restrict parent ministry from instruction of the organization?
Yes No
In case of no, proceed to question C17_1.

C16a In case of yes, are these rules:
Several answers possible.
Relevant for the entire organization
Relevant for parts of the organization
Concerning general instruction
Concerning detailed/case-specific instruction
Enshrined in law
Not enshrined in law

C17_1 Who is >I>board of appeal/appeal committee for decisions made by the organization, and for what types of decisions?
Several answers possible.
Parent ministry Economic/administrative decisions Professional decisions Not appellate administrative body
Independent court of appeal/ appeal board/ review board Economic/administrative decisions Professional decisions Not appellate administrative body
C17_3 How often does superior units or board of appeal/appeal committee reverse the decisions made by the organisation?
Parent ministry Never To a small extent/seldom To some extent Not relevant
Independent court of appeal/ appeal board/ review board Never To a small extent/seldom To some extent Not relevant

C18 How often are steering meetings held between parent ministry and the organization during the coarse of a year?
Never One meeting 2-3 meetings More than 3 meetings
C18a_1 To what extent are the following factors focussed on during these meetings?
Economic/ administrative matters To a large extent To some extent To a small/no extent
Professional matters To a large extent To some extent To a small/no extent
Achievement of results/ reporting of results To a large extent To some extent To a small/no extent

C19 What characterizes the organization's letter of allocation from parent ministry?
Several answers possible.
Long/comprehensive Short General Detailed
C19a In addition to the organization's resource allocation, what other factors are communicated through the letter for allocation?
Several answers possible.
Specific and testable criteria for goal achievement
Signals of preferences
Description of purpose and activities
Professional signals
Production target/efficiency
C19b Is the letter of allocation subject to changes during the budget period?
Yes, often Yes, but seldom No
C19c Looking back at the past 5 years, what changes are most relevant with regards to the organization's letter of allocation?
Several answers possible.
Has become longer
Has become shorter
Greater focus on general lines
Greater focus on details/ singular cases
More obligatory
Less obligatory
Mainly the same

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C20 To what extent are informal steering signals communicated to the organization from the parent ministry? Help
To a large extent To some extent To a small/no extent Uncertain
C20a To what extent are informal steering signals from parent ministry emphasized in your organization?
To a large extent To some extent To a small/no extent Uncertain
C20b Looking back at the past 5 years, has informal steering signals from parent ministry become more or less comprehensive in character (with regards to frequency, field of responsibilities)?
More Less Mainly the same

C21 Are the goals of the organization set in qualitative or quantitative terms?
Qualitative Quantitative Both

C22 Is the organisation involved in the setting of the goals?
Yes, we set the goals ourselves The organization determine goals in cooperation with parent ministry/superior unit Parent ministry/ superior unit determine goals in cooperation with the organization No, parent ministry/superior unit set the goals on their own

C23_1 To make goals measurable, indicators are used. To what extent are the following factors measured with the indicators used?
Societal effects To a large extent To some extent To a small/no extent
Quality of services To a large extent To some extent To a small/no extent
Use of resources To a large extent To some extent To a small/no extent
Activities and task performance To a large extent To some extent To a small/no extent
Quantitative results To a large extent To some extent To a small/no extent
Qualitative results To a large extent To some extent To a small/no extent
C23a How many indicators are there in the organization's steering documents?
None <10 10 - 19 20 - 49 >50
C23b Has the number of indicators changed during the past 5 years?
More indicators Less indicators Mainly the same
C23c To what extent does the indicators grasp real events with regards to the activities of the organization?
To a large extent To some extent To a small/no extent
C23d Looking back at the past 5 years, to what extent are indicators stable?
Mainly stable Some change Unstable
C23e During the past 5 years, have indicators become more or less qualitative in character?
More qualitative Less qualitative Mainly the same

C24 To what extent are indicators used in the relation between the organization and parent ministry?
To a large extent To some extent To a small/no extent
If to a small/no extent, proceed to question C25.

C24a If indicators are used to a large extent or to some extent - how>/I> are they used?
Several answers possible.
Informational basis for organizational learning Basis for future resource allocation Uncertain
C24b If indicators are used as basis for future resource allocation - how large a share of the organization's total budget is this linked to?
Not relevant Less than 10% More than 10%

C25 How does the organization report to the parent ministry?
Several answers possible.
Quarterly reports Budget proposal/annexes to the National Budget Yearly reports Other kinds of reporting
C25a Who takes initiative for reporting results/achieved goals?
The organization itself Parent ministry Both the organization and parent ministry
C25b Does the organization use ICT-based reporting systems for the documentation of results?
Yes No

C26 To what extent are there rewards for the organization in case of good results or the reaching of targets?
To a large extent To some extent To a small/no extent
If to a small/no extent, proceed to question C27.

C26a If the organization to a large extent or to some extent is rewarded for good results/achieved goals - are these rewards:
Several answers possible.
Wage increase/bonus/promotion of personnel
More freedom/leeway for exercising discretion for employees
Increased resource allocation/financial means for the organization
Greater autonomy with regards to superior units and/or regulations

C27 To what extent are there sanctions in case of bad results or not reaching the targets?
To a large extent To some extent To a small/no extent
If to a small/no extent, proceed to question C28.

C27a If the organization to a large extent or to some extent is sanctioned for bad results/unfulfilled goals - are these sanctions:
Several answers possible.
Wage decrease/bonus reduction/demotion of personnel
Reduced freedom/leeway for exercising discretion for employees
Reduced resource allocation/financial means for the organization
Less autonomy with regards to superior units and/or regulations

C28 Does the organization use bonus pay/performance-related pay?
Yes, for leaders Yes, for all No

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C29_1 How important are the following units with regards to audit/control/regulation of the organization?
The organization itself (internal control) Very important Important Not important
The Office of the Auditor General Very important Important Not important
Parent ministry Very important Important Not important
Ministry of Finance Very important Important Not important
Independent court of appeal/ appeal board/ review board Very important Important Not important
Governmental supervisory body/ regulatory body/ agency Very important Important Not important
The courts Very important Important Not important
Ombud/ The parliament's Ombudsman for public administration Very important Important Not important
The parliament Very important Important Not important
ESA (EFTA's surveillance authority) Very important Important Not important
Other international organizations Very important Important Not important
Private accreditation/ standardization organizations Very important Important Not important
Mass media Very important Important Not important

C30 What aspects of the organization's activities are subject to audit/control/regulation?
Several answers possible.
Administrative performance/function
Regulations on economy for governmental organizations
Personnel
Cost effectiveness
Level of goal achievement
The organization's enforcement of- and compliance to general rules, regulations and precepts
Budgeting and accounting
The organization's follow-up on general lines and policies provided by political authorities
Internal control systems

C31 To what extent does the audit/control/regulation have the character of counselling?
To a large extent To some extent To a small/no extent

C32 What characterizes the organization's internal control system/mechanisms?
Well established and functioning Adequate/sufficient Inadequate/insufficient

C33 During the past 5 years, to what extent has the organization been subjected to steering or control from the parliament (i.e. through changes in the Government's budget proposals, Question Period, interpellation, investigation/scrutiny, public inquiries)?
To a large extent To some extent To a small/no extent

C34_1 During the past 5 years, has the organization been subject to:
Performance auditing Yes No
Reviews/criticism from the Office of the Auditor General concerning the financial auditing Yes No
Routine inspections from independent courts of appeal/appeal boards/review boards Yes No
Non-routine inspections from independent courts of appeal/appeal boards/review boards Yes No
Supervision/ control/ regulation from private accreditation/standardization organizations Yes No

C35_1 Have the courts, Ombud or international control bodies (i.e. ESA) during the past 5 years rewied any cases regarding the organization's activity?
Courts Yes, one case Yes, several cases No
International supervisory bodies Yes, one case Yes, several cases No
Ombud Yes, one case Yes, several cases No
C35a In case of yes, did the decision(-s) favour the organization?
Yes, always Yes, some times No

C36_1 How common are the following types of audit/control/regulation for the organization? Help
Mutuality Very common Somewhat common Not common
Contrived randomness Very common Somewhat common Not common
Competition Very common Somewhat common Not common
Oversight Very common Somewhat common Not common

C37 What characterizes the development of regulations and precepts within the organization's field of responsibility?
The parent ministry undertake development of regulations and precepts on its own
The organization undertake development of regulations and precepts on its own
Both parent ministry and organization undertake development of regulations and precepts

C38 To what extent has the organization during the past 5 years been subject to criticism from other public units, political actors or mass media due to lack of conformity/correspondence with political objectives and preferences?
Has not occurred To a very little extent To some extent To a very large extent

C39 How can the mutual level of trust between the organization and parent ministry be described?
Very high level of mutual trust Rather high level of mutual trust Neutral Rather small level of mutual trust Very small level of mutual trust

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PART 4: ORGANIZATIONAL CULTURE

D40_1 Evaluate the organisation as it exists now. Point for every item to the number that best describe how well the item is attended to in the organisation (thus not for you personally) on a 1 – 5 scale. Try to look at the organisation from a distance.
1=Very poorly, 2=Poorly, 3=Medium, 4=Well, 5=Very well
Task performance 1 2 3 4 5
Innovation 1 2 3 4 5
Professional quality 1 2 3 4 5
Respect for individual rights 1 2 3 4 5
Service quality 1 2 3 4 5
Possibilities of advancement in the organization 1 2 3 4 5
Opportunity for individual rewards 1 2 3 4 5
Risk taking 1 2 3 4 5
Equal rewards/compensation 1 2 3 4 5
Cooperation between colleagues 1 2 3 4 5
Goal orientation 1 2 3 4 5
Precision 1 2 3 4 5
Performance based reward system 1 2 3 4 5
Competence training 1 2 3 4 5
Customer/service orientation 1 2 3 4 5
Gender equality 1 2 3 4 5

D41_1 To what extent does the following activities take place in the organisation?
Developing innovative products/services To a large extent To some extent To a small/no extent
Extension of service delivery for pay To a large extent To some extent To a small/no extent
Restructuring of internal processes to market, product and target group To a large extent To some extent To a small/no extent
Planning over years To a large extent To some extent To a small/no extent
Internal allocation and resources to organizational units on the basis of results To a large extent To some extent To a small/no extent
Development of internal reporting- and evaluation systems as a basis for result-evaluation by the management To a large extent To some extent To a small/no extent
Extended internal management autonomy on lower management levels To a large extent To some extent To a small/no extent
Development of results oriented HMR To a large extent To some extent To a small/no extent
Development of cost-calculation systems To a large extent To some extent To a small/no extent
Alter the function of the board from an operational to strategic role To a large extent To some extent To a small/no extent
Performance appraisal/ assessment To a large extent To some extent To a small/no extent
Performance proclamation To a large extent To some extent To a small/no extent
Business process reengineering To a large extent To some extent To a small/no extent
Scheduling To a large extent To some extent To a small/no extent
PART 5: FACTUAL INFORMATION


E42 Does the organization have a board?
Yes No
In case of no, proceed to question E43.

E42a In case of yes, how was the board appointed?
Royal act Ministerial act The minister/ministry Parliament act
E42b_1 Who is represented in the board?
Parent ministry Yes No
Other governmental units Yes No
Labour organizations Yes No
Client organizations Yes No
Interest groups/ organizations Yes No
Professional expertise Yes No
The public Yes No
E42c_1 On what ground are the members of the board responsible with regards to the oversight authority?
Results and goal achievement Yes No
Administration of finances, budgets and accounting Yes No
Enforcement and compliance to laws, rules, precepts and guidelines Yes No
Operating plans, strategic plans Yes No

E43 Who is responsible in the organisation for the day-to-day management?
Individual top manager on a regular contract
Individual top manager appointed for a term of years
Several top managers

E44 Who employs the organization's day-to-day management?
The government
The minister/ministry
The board of the organization
E44a By whom or what institution is the manager of the organisation evaluated with regards to results/achieved targets?
Several answers possible,
Not relevant
The government
The minister/ministry
The parliament (including committees and singular representatives)
The board
Others
E44b_1 To what extent are day-to-day management responsible for the following factors with regards to the oversight authority?
Results and goal achievement To a large extent To some extent To a small/no extent
Administration of finances, budgets and accounting To a large extent To some extent To a small/no extent
Enforcement and compliance to laws, rules, precepts and guidelines To a large extent To some extent To a small/no extent
Operating plans, strategic plans To a large extent To some extent To a small/no extent

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E45 With regards to the staff of the organization, what is the union density (approximately)?
Man-labour year for the entire organization included subordinate units.
0-50% 50-75% 75-90% Above 90% Uncertain

E46 Does the organization have a separate chapter in the National Budget? Help
Yes No

E47_1 Are the following types of income relevant for the organization, and if so - to what extent? Help
Self generated income No Yes, but insignificant Yes, to a some extent Yes, to a considerable extent
Transfers/ subsidies from other governmental bodies No Yes, but insignificant Yes, to a some extent Yes, to a considerable extent
Other kinds of income No Yes, but insignificant Yes, to a some extent Yes, to a considerable extent
E47a_1 In case your organization has self-raised organizational income, could you describe types of income? Help
Income from taxes and revenues Yes No
Income from sales and services Yes No
Project/ commission income Yes No
Other kinds of self generated income Yes No

E48 What was the total budget allocation in the National Budget for the organization in 2003?
State amount in million kroner.

E49a Can the organization shift budgets between costs and investments?
No Yes
In case of no, proceed to question E49_b.

E49a_a In case of yes, give percentage of total budget.
E49b Can the organization shift budgets between years?
No Yes
In case of no, proceed to question E50_1.

E49b_a In case of yes, give percentage of total budget.

E50_1 Can the budget for the organization be considered as:
Input based Yes No
Activity based Yes No
Output based Yes No
Effects based Yes No
E51_1 What are the accounting principals for the organization?
Cash based Yes No
Modified cash based accounting Yes No
Accrual accounting Yes No
Modified accrual accounting Yes No

E52 To what extent is there a correspondence between the budget of the organization and the accounts?
Very large Rather large Rather little Very little

E53_1 Are the following techniques or instruments used in the organisation?
Public reporting on the performance of the organization in yearly reports, budgets documents, operational plans, strategic plans Yes No
Quality standards for production/service delivery Yes No
Customer surveys Yes No
Quality management systems (i.e....ISO, BSC) Yes No
Internal units monitoring quality Yes No
Steering on goals and results through the Økonomiregelverket Yes No
Balanced goal steering Yes No
Value Process Management Yes No
Activity Based Costing (ABC Yes No
Economic Value Added (EVA) Yes No
Contractual steering Yes No
Activity Based Management (ABM) Yes No
Benchmarking Yes No
Value-based Management Yes No
Total-quality management Yes No
Team-based management Yes No
Knowledge-based management Yes No
Service-based management Yes No

E54_1 Does the organization have subsidiary companies?
Yes No
In case of no, proceed to question E54_3.

E54_1_A In case of yes, how many subsidiary companies does the organization have?
E54_2 In case of yes, in what manner is the subsidiary company (-ies) affiliated with the organization?
Wholly owned company Partly owned company Both wholly owned and partly owned
E54_3 Has the organization contributed to- or on its own initiative established any foundations after the year of 1990?
Yes No
E54_3_A In case of yes, how many?

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END

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State organizations
Questionnaire on governmental autonomy and steering


{{Name of organisation}} #IdNo

{{Not translated to English: Here is the e-mail invitation to answer our questionnaire on governmental autonomy and steering.}}

Supplementary help

Hjelpetekst Question:
A3 What is the primary task of the organization?
Policy formulation
Regulation/scrutiny/control
Other kinds of exercising public authority
General public services
Business and industrial services

- - - - - - - - - - - - - - - - - - -

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.


    Hjelpetekst Question:
    A4 What additional tasks does the organization maintain (up to two tasks)?
    Policy formulation
    Regulation/scrutiny/control
    Other kinds of exercising public authority
    General public services
    Business and industrial services
    No other tasks

    - - - - - - - - - - - - - - - - - - -

    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.


    Hjelpetekst Question:
    A8 Is the organisation involved in networks with other public or private organisations with regards to the planning of or performance of organizational tasks?
    Yes No

    - - - - - - - - - - - - - - - - - - -

    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.


    Hjelpetekst Question:
    B9_1 To what extent can the organization make decisions independent of the parent ministry on the following general conditions ?
    Level of salaries To a large extent To some extent To a small/no extent
    General criteria for promotion/ advancement of personnel To a large extent To some extent To a small/no extent
    General criteria for evaluating personnel To a large extent To some extent To a small/no extent
    General criteria for hiring personnel To a large extent To some extent To a small/no extent
    General criteria for downsizing of personnel/ workforce reduction To a large extent To some extent To a small/no extent

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    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.


    Hjelpetekst Question:
    B10_1 To what extent can the organization make decisions independent of the parent ministry on the following individual conditions?
    Increase of wages for a single employee To a large extent To some extent To a small/no extent
    Promote a single employee To a large extent To some extent To a small/no extent
    Evaluate a single employee To a large extent To some extent To a small/no extent
    Hire a single employee To a large extent To some extent To a small/no extent
    Discharge a single employee To a large extent To some extent To a small/no extent

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


    Hjelpetekst Question:
    C20 To what extent are informal steering signals communicated to the organization from the parent ministry?
    To a large extent To some extent To a small/no extent Uncertain

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    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.


    Hjelpetekst Question:
    C36_1 How common are the following types of audit/control/regulation for the organization?
    Mutuality Very common Somewhat common Not common
    Contrived randomness Very common Somewhat common Not common
    Competition Very common Somewhat common Not common
    Oversight Very common Somewhat common Not common

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    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.


    Hjelpetekst Question:
    E46 Does the organization have a separate chapter in the National Budget?
    Yes No

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    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).


    Hjelpetekst Question:
    E47_1 Are the following types of income relevant for the organization, and if so - to what extent?
    Self generated income No Yes, but insignificant Yes, to a some extent Yes, to a considerable extent
    Transfers/ subsidies from other governmental bodies No Yes, but insignificant Yes, to a some extent Yes, to a considerable extent
    Other kinds of income No Yes, but insignificant Yes, to a some extent Yes, to a considerable extent

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    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.


    Hjelpetekst Question:
    E47a_1 In case your organization has self-raised organizational income, could you describe types of income?
    Income from taxes and revenues Yes No
    Income from sales and services Yes No
    Project/ commission income Yes No
    Other kinds of self generated income Yes No

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    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.