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E-governance and Citizen Information 72 Structure and Organisation5.3. Cooperation and Transversality at the Management Levels of theAdministration of the GeneralitatThe sources to observe the horizontal integration at the management levels of the Generalitatmainly come from the analysis of the social networks, used to visualise the relations betweenthe departments of the Generalitat. The relational data show the link existing between two elementsand from here we can build networks that graphically show a general vision of the stateof relations in a defined set of actors (Molina, 2001). The knowledge of the links existing betweenauthors gives us not only a descriptive analysis that will help us understand the connectionbetween actors in a determined field. In addition, the high explanatory power provided bythe graphical representations of networks (Brandes et al., 2005) allows us to identify the neuralgicpoints of the network of relationships between departments and the nodes with a higherweight (and power).5.3.1. The Interdepartmental NetworksThe interdepartmental commissions are organs with a high political level and executives ofthe Generalitat (mainly the chairman, members of the board, general secretaries and managingdirectors), the origin of which “is to guarantee work in cooperation” (P107). 14 For someyears now, the Generalitat has registered the existing interdepartmental commissions, thename of the commission, the regulations, the main purpose and finally, the departments participatingin it. With this information, we have carried out a comparative study of the existingcommissions in February 2003 and April 2006, through which we have observed, at leastpartially, the evolution of relations established between the councils of the Generalitat. 15 Theparticipation in common events (the interdepartmental commissions) creates relations betweenactors (councils) (Wasserman and Faust, 1999). 16 In this sense, to obtain a good connection tothe network, not only it is important to be present in a large number of commissions, but actorspresent in the network must also be well connected. We are interested in observing not onlythe volume of relations but also the number of participating departments, those with the mostconstant presence, the centralities configured, etc. To carry out this study, we have carriedout an analysis of affiliation networks.14. The Interdepartmental Commissions are administrative organs used for coordination, consultation, assessment andproposal tasks, aimed at managing issues that could affect more than one department. They have consulting competencies.15. We must take into account that the number of departments existing as of April 2006 was higher (16) than those existingin February 2006 (13).16. Even though in affiliation networks the joint-results do not necessarily involve a relation between actors, in the case ofthe networks analysed, an initial budget has been used, since the decisions of the commissions link participating departments.http://www.uoc.edu/in3/pic
E-governance and Citizen Information 73 Structure and OrganisationBefore analysing the results, we must highlight a series of elements. Firstly, all departmentswill be connected, since in many interdepartmental commissions everyone participates. Inother words, this is a particular characteristic of the networks being analysed, since all nodeswill be connected. Furthermore, we are interested in analysing the characteristics of existinglinks, between which actors they are formed and which hold the central positions. Thestrength and intensity of these links will be mediated with the volume of joint results of actorsin interdepartmental commissions, in other words, the actors that share the assistance tothese commissions. Therefore, some of the commissions can be redundant for the networkof relationships in a department if, for example, it coincides with the same actors.a) Assistance and Joint-results in CommissionsAn important element we must highlight first is the fact that the number of commissions hasbeen reduced, contrary to what we expected. So, while in 2003 the total number of interdepartmentalcommissions was 53, the figure dropped to 38 in 2006. The data of the affiliationmatrices is shown next for the two moments in time studied. Table 1 shows the joint resultmatrix in commissions for the 13 departments existing in 2003.Table 1. Affiliation Matrix 2003 17Source: in-house productionThe diagonal of the matrix shows how the number of commissions in which the commissionsparticipated dropped from 18 (corresponding to the Department for the Information Society) to35 (corresponding to the Department for Employment, Industry, Trade and Tourism). In turn, if17. DARP (DA): Department for Agriculture, Food and Rural Action; BENESTAR (BE): Welfare; CULTURA (CU): Culture;ECONOMIA (EC): Economy; ENSENYAMENT (EN): Education; GOV / RRII (GO): Governance / Institutional Relationships;JUST / INT (JU): Justice / Interior; MAMBIENT (MA): Environment; PTOP (PT): Department for Town and CountryPlanning and Public Works; PRESIDÈNCIA (PR): Presidential Department; SANITAT / SS (SA): Healthcare / Social Security;TR / IN / CO / TU (TR): Employment / Industry / Trade / Tourism; DURSI (DU): Department for the Information Society.http://www.uoc.edu/in3/pic
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PROJECT INTERNET CATALONIA (PIC)E-G
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Chapter 11 Introduction
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Chapter 88 Catalonia in the Interna
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Chapter 99 Conclusions
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