ABSTRACT
This chapter examines conditions in one local government so as to better understand how intergovernmental relationships within our federal structure affect the ability of government officials to get things done. In early 1975, the Advisory Commission on Intergovernmental Relations held its first national conference on American federalism. Intergovernmental relationships indirectly affect performance through their impact on other factors. Attempts to improve intergovernmental relationships, thereby enabling local-government officials to improve performance, must begin with an understanding of the problems and opportunities posed by existing intergovernmental relationships, both vertical and horizontal. Intergovernmental relationships presented difficult and frustrating problems for Flint’s city government. Because of the fragmentation of government entities at the local level, intergovernmental cooperation is imperative. A city government may be responsible for the right activities but lack the money or the authority to manage them for performance. The state provides considerable resources to local governments, and therefore may exert considerable leverage over the way in which these resources are spent.
