A collaboration is formed when individuals or organizations work together for a common purpose to make more effective use of resources. A collaboration process is the method used to achieve the common goals.; Three technical colleges in southeastern Wisconsin are partners in the Advanced Manufacturing Network Southeast (AMNS) consortium to provide collaborative services to manufacturers. This evaluative case study describes the collaboration process used by AMNS focusing on a three phase collaborative model designed by Barbara Gray (1989): Problem Setting, Direction Setting, and Implementation.; The population for this case study included three peer team members of the AMNS, three college vice presidents of two-year technical colleges, and three WTCS directors. The data collection consisted of surveys, interviews, and document review to gain participants' perceptions on the collaborative process used by AMNS.; The collaboration process used by AMNS contained components of Gray's (1989) model. The results indicated that the Problem Setting phase of Gray's collaboration process was represented in AMNS with various degrees of intensity. Defining the work of AMNS, developing grant outcomes, and identifying collaborative training programs, were areas of strength for AMNS. Competition from other training providers was a driver for commitment to collaborate. The weakest link in the Problem Setting phase was resource allocation. Colleges did allocate equal personnel time to the work of AMNS. The Direction Setting phase was a strength in the AMNS collaboration process with consensus that ground rules were established collaboratively. Gray's Implementation phase focuses on dealing with constituencies, structuring, and agreement monitoring. The survey questions asked how constituencies were dealt with; how information was shared within the colleges; level of college, manufacturing community, and government agencies support. Survey results indicated that 55.6% believed there was good communication within the colleges, 66.7% felt they had internal support, and only 44.4% believed that the manufacturing community and governmental agencies supported the work of AMNS. This case study provided insight into areas of the collaboration process that could be enhanced in order to sustain the AMNS collaboration over time.
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