Page 160 - Proceeding 2015

FAMP POPESCU Gheorghe H., NICA Elvira and LĂZĂROIU George
CCASP COLLABORATION IN CITY-LEVEL ECONOMIC DEVELOPMENT

1. INTRODUCTION

Cities and their public managers function in an intricate intergovernmental and interorganizational setting.
PROCEEDINGS OF THE 11 TH ADMINISTRATION AND PUBLIC MANAGEMENT INTERNATIONAL CONFERENCE
In numerous operational regions, cities arrange with private-sphere agencies to provide fundamental
services to citizens. Handling externalities is equivalent with administering in central cities and their
neighboring outskirts. Cities hold an increasingly decisive position as the scenes for connecting possible

partners. Collaboration has become an instrument that cities can employ to strategically undertake their
political and economic goals. Cities inspect the setting and determine whether collaboration is an effective
critical instrument, an unavoidable evil, or merely not relevant. Some cities regard collaboration as a

chance, whereas others perceive it as pointless at the most and a responsibility at the worst. Some cities
prefer to collaborate in any manner possible, but others refrain from it. Some cities collaborate as a way

to accomplish local purposes, others as a process for not preventing the fulfillment of external goals.
Countless cities collaborate with other stages of government, therefore functioning in the administrative
30 th – 31 st October 2015 ”Strategic Management for Local Communities” Bucharest
network of federalism, others operate with local entities, exploiting the resources of profit-making and
nonprofit bodies, and others capitalize on of both. (Agranoff and McGuire, 2003)

2. THE STRATEGIC TENDENCY AND THE ADMINISTRATIVE INFRASTRUCTURE OF A
CITY AS RELEVANT DRIVERS OF THE DEGREE OF COLLABORATIVE ACTIVITY

Similar to performing within the city ranking, collaboration should be handled, even though in a distinct

fashion. The intricate interorganizational, intersectoral, and intergovernmental scheme framework of cities
supplies a chance for a city to strategically and collaboratively follow its political and economic goals.
Economic development is a planned (Popescu, 2013c), prearranged, city-level undertaking. Cities make

responsible judgments concerning the form and substance of economic development scheme. The city-
level benefits of collaborative management differ across cities. The latter ones function in an elaborate

network of jurisdictions, agencies, businesses, and nonprofit bodies, each of which having some demand
on the governing undertakings of the city. Some cities prefer to employ the chances existent in the
intergovernmental and multiorganizational setting, whereas some do not. (Agranoff and McGuire, 2003)
A convergence of technology improvements undertakes extensive and positive alteration in local

government, modifying everything from the manner employees accomplish fundamental functions
(Lăzăroiu, 2015) to the fashion individuals engage with government. City workers can operate more swiftly

and creatively to work out matters (Nica, 2012a) when their tasks are characterized as problem solving
and not rule following. Governments that adopt the digital public switchboard will constitute it as a platform
for shared undertaking with their components: cities can better prioritize resources, envision obstacles,

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