A study examined the relationship between job training delivery systems and local economic development to determine what kinds of organizational relationships work best to promote coordination. The 6 sites selected from over 80 nominations were chosen because they linked job training with economic development efforts; produced sustained, positive outcomes; and included joint actions of two or more service providers. During site visits, researchers made observations, interviewed all principal parties, and collected data. Extensive record and document analyses were made. Two sites were highlighted. The study produced a planning and development model for the formation of partnerships and linkages of job training and local economic development. Success was keyed to having a single organization at the center of an institutional arrangement responsible for both economic development and job training activities at all sites. The new organization had not necessarily been created to support joint activities only. Tied to the organization was always a small group of collaborating organizations, whose actions were formally bound through contractual agreements or as a result of the arrangement itself. Other success factors were identified in terms of interorganizational memberships, interorganizational operations, and capability for dealing with economic development over an extended period of time. (15 references) (YLB)