COURTS AND POLICE DEPARTMENTS HAVE HAD DIFFICULTY IN COPING WITH INCREASED JUVENILE CRIME. THE PROGRAM OF COLLABORATION BETWEEN LAW ENFORCEMENT AND SOCIAL SERVICES DISCUSSED ILLUSTRATES A DEVELOPING TREND IN THE MANAGEMENT OF YOUTHFUL OFFENDERS. IN A SUBURBAN CONNECTICUT COMMUNITY (HAMDEN), THE POLICE DEPARTMENT REGULARY UTILIZES THE MUNICIPAL MENTAL HEALTH AGENCY (HAMDEN MENTAL HEALTH SERVICE--HMHS) TO RECEIVE SUBSTANTIAL NUMBERS OF YOUTHFUL OFFENDERS DIVERTED FROM THE JUVENILE SYSTEM. THE HMHS STAFF HAS FORMULATED FOUR SPECIFIC OBJECTIVES: (1) TO PROVIDE MORE SPACIOUS AND PRIVATE QUARTERS IN A PLACE ACCESSIBLE TO OTHER COMMUNITY AGENCIES IN ORDER TO RENDER TRULY EFFECTIVE SERVICE; (2) TO EXAMINE AND FORMALIZE DECISIONMAKING CRITERIA, THEREBY IMPROVING DEPARTMENTAL EFFICIENCY AND PUBLIC SERVICE; (3) TO ESTABLISH A SMOOTH CHANNEL FOR REFERRALS FROM THE YOUTH DIVISION; AND (4) TO CULTIVATE ADDITIONAL RESOURCES FOR REFERRAL, AN OBJECTIVE ESSENTIAL TO MEET THE NEED CREATED BY THE LARGE VOLUME OF APPREHENSIONS. WORK ON THESE OBJECTIVES WAS FACILITATED BY OBTAINING A LEAA GRANT, AND HMHS AND POLICE REPRESENTATIVES HAVE ALSO DEVELOPED GUIDELINES FOR MAKING DIVERSIONARY DECISIONS AND HAVE RECRUITED OTHER AGENCIES TO RECEIVE REFERRALS. OTHER COMMUNITIES ARE CURRENTLY BUILDING COLLABORATIVE RELATIONSHIPS AND DIVERSIONARY PROJECTS BASED ON THE HAMDEN MODEL. (AUTHOR ABSTRACT MODIFIED--MHP)