The authors conclude that the manner of managing the process of moving toward more collaborative working is as important as any of the decisions about goals, governance, or structures. This suggests the important of nurturing relationships and building trusted networks. Research on failed organizational change has identified neglect of the people issues as a primary cause of failure. The paper begins by reviewing the characteristic features of various levels of multiagency collaboration. These are communication, cooperation, coordination, coalition, and integration. Coalition and service integration are identified as the highest levels of collaboration in a variety of jurisdictions in the Western world. Coalition involves the development of joint structures in which each participating agency sacrifices some of its autonomy. Service integration involves the merging of organizations so as to create a new organization that provides a more efficient and effective delivery of services. Increasingly, policymakers are recognizing the interconnected nature of child welfare issues and are advocating the highest level of collaboration as a response. This involves the integration of localized services. Integrated services are characterized by a unified management system; pooled funds; common governance; a whole systems approach to training, information, and finance; single assessment; and shared targets. This examination of the ingredients and challenges in developing integrated services identifies factors that predispose agencies to move toward integrating services, types of mandates for integrated services, membership and leadership, and shared goals. Other issues discussed are strategic planning, machinery, governance, systems and structures, practical issues, process, values, and trust and communication. 2 tables and 78 references