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In this article, the local government (LG) administrative implications of the movement from government to governance, involving multiple ties and externalized services operations, are examined from a cross-national perspective. Derived from a series of studies of LGs in multilevel systems, this article examines key patterns of cross-agency administration. First, administrative intergovernmental relations (IGR) are defined. Then common trends in local governments in their IGR arenas are identified. Next, changing managerial paradigms in outward as well as inward directions are introduced. Then a series of managerial challenges, including system development, IGR politics, collaborative knowledge development, network management, and interoperability are introduced. A research agenda for multilevel system local governments in IGR in the governance era concludes the article.

Programming for persons with intellectual and developmental disabilities has shifted from state institutional care to community‐based services, facilitated by federal government support as well as services delivered by nongovernmental organizations (NGOs). For persons with mental retardation, epilepsy, cerebral palsy, and autism, these programs not only have moved into the health care orbit but also are in search of more holistic ways to maintain persons with their families and in communities. Three major forces have led to this shift: federal financing, particularly under Medicaid; integration of services around clients; and externalized service delivery by NGOs. These are increasingly connected forces, facilitated particularly by the Medicaid Home and Community‐Based Services Waiver. They have transformed state‐operated systems. Increasingly, states are working with NGO case management and service delivery providers to organize and integrate services to face this continuing challenge.

Federalist No. 44 examines the connective mechanisms underlying a federal system of government. Traditionally called "intergovernmental relations," these systems were intended to facilitate the pursuit of effective implementation of national policies. This essay suggests that the national government's officers should not be impressed by collaboration unless it produces better performance or lower costs. Collaboration is a means to an end, not an absolute requirement.