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E-governance and Citizen Information 90 Structure and Organisationbeen identified. Regarding face-to-face contact we observe how although there aremore or less developed plans for reform, it still remains a highly compartmentalised organisation.The Internet is found, for the time being, in an intermediate state with respect tocommunication with citizens through the existing websites. We have seen how a certain levelof compartmentalisation persists, although the shift towards integration has been substantialwith respect to the demarcation of common style and organisation criteria, such as the adoptionof corporate tools that should help with tasks and the interoperability of the back offices.Lastly, the telephone channel – despite some exceptions – represents an example of generalintegration as a corporate channel of communication.It is important to highlight one final element with reference to the processes of integrationbetween the channels themselves. Certainly, the clearest indicator concerning the growingintegration in this direction is the verification that, in fact, for all the channels, the Internetand Gencat Internal tools (for instance the SAC and the information-giver portal or the corporatesearch engine) are their principal information source. Thus, true integration of thechannels is only currently possible thanks to the ICT and an information systems designbased on the three methods of Citizen Information: in order to obtain information, both thetelephone operator and the worker in the registry office use a computer. It is precisely thisemphasis on information systems that characterises the current stage of the electronic Administration.http://www.uoc.edu/in3/pic
E-governance and Citizen Information 91 Structure and Organisation5.5. Internal Decision-making and the Centralisation of Information andManagementCooperation and transversality also have a structural perspective relating to the transformationsin decision-making and the organisation and management of information. Connectedto the process of the horizontalisation of tasks, a similar process in decision-making canarise, in other words, transformations towards a co-decision or even co-management. Theopposite processes would lead, at one extreme, towards the centralisation of decision makingand, at the other, to a dispersion towards a higher level of discretion for agents.In order to analyse decision making, It is necessary to consider the actors who take part andthe procedures followed; however, here we shall focus only on what happens with respectto the strictly internal functioning of the Generalitat.The centralisation of decision-making regarding IS areas has clear consequences for theday-to-day functioning of Citizen Information services and IT organisation with respect to decision-makingmechanisms.In the section above we pointed out the administrative units' high level of discretion with regardto information policy. Going somewhat deeper into this aspect, one of the interviewees explainedwhat the specific situation was in their department: “there isn't centralisation in a singleunit of information: some use the Web and others use the SAC, the registry offices and faceto-facecontact”. In fact, “until now there hasn't been a formal relationship” between both unitsin information management (P23). Although in some departments the units in charge of givingout information are more focused, in others we have observed that this scheme is repeated oreven worsened (incorporating more divisions and more people from different units).Despite this situation of internal dispersion of the departments, corporately speaking someinterviewees also pointed out a tendency towards actions seeking to bring together areas ofresponsibility and decision-making in information policy. This is what happened in the caseof the Citizen Information Department. One of the interviewees explained to us the changesthat had taken place: “for the time being the areas of responsibility are the same but the differenceis that politically and on a budget level the Citizen Information Department now hasmuch more support”, an element that, amongst other things, has gone hand in hand, for example,“with a growth in the number of people” (P17) working there (practically doubling thestaff in three years).With respect to the area of information organisation we have seen how its historic organisationis also an explanatory factor in the dispersion of solutions adopted by thehttp://www.uoc.edu/in3/pic
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