ABSTRACT
When municipalities decide to share, contract, or consolidate services with other local governments, the adoption of an agreement and the implementation of the new service model represent the culmination of months or even years of analysis, bargaining, and staff work. Officials are eager to report immediate successes related to service cost or quality. Soon, the new and innovative service model becomes the routine method of service delivery. As managers and policymakers turn their attention to other pressing problems, interlocal relationships run the risk of atrophy, decay, and underperformance if systems are not in place for oversight, evaluation, and adjustment. Local government officials should think about interlocal agreements as relationships that require active management and regular oversight. Practical and theoretically grounded approaches are available to help officials maintain strong interlocal relationships.
