Cooperative relationships between two individuals or organizations can progress to collaborative relationships which are formed when at least one organizational leader expresses dissatisfaction with the status quo; in the process of relationship development all stakeholders, external, and internal networks must be identified. This shared philosophy, the written guidelines, voluntary participation, cross-agency in-service training, and organizational lead persons are key components to collaborative planning. Although the benefits of collaboration are many, including labor division, resource merger, isolation alleviation, and input of new ideas and energy, there are also many drawbacks such as administrative and funding obstacles, attitudinal issues, policies and procedure differences, and loss of autonomy. Collaborative relationships can be formed between correction and public education programs and between the juvenile justice system and community agencies. Boundary spanning programs and interagency agreements promote sharing of organizational perspectives and information. Identification of client need, new programs, and program planning and implementation are areas where time, effort, and money should be invested. 25 references. (Author abstract modified)