title: Partnering for health: collaborative leadership between a community health center and the YWCA central Massachusetts.
abstract: BACKGROUND
  A collaborative partnership among community-based organizations (CBOs)-a community-health center, a YWCA, and 2 academic health centers-developed and implemented open access to physical activity for health center patients.
  
  
  OBJECTIVE
  To describe partnership approach taken by 2 CBOs; determine staffs' views of this unique partnership, highlight aspects of the partnership that contributed to its success, identify challenges and mechanisms for overcoming them, and note lessons learned. Assess health center patients' use of YWCA facility.
  
  
  METHODS
  Usage data were obtained from YWCA records. Staff were interviewed using primarily open-ended questions. Inductive approach was used to analyze qualitative data.
  
  
  RESULTS
  The approach to partnership was largely organic, without formal working documents; nevertheless, the partnership reflected the organizations' missions. Over 4 years, 1134 health center patients made more than 23 000 visits to the YWCA. Responses of health center staff and provider interviewees about partnership processes sorted into the following categories: partnership description and results, partnership benefits, challenges, lessons learned, and advice to other CBOs. YWCA staff interviewee responses reflected the categories: staffing, clientele, and public face. Comments also included challenges, lessons learned, and advice to other YWCAs.
  
  
  CONCLUSIONS
  This partnership achieved notable successes largely because (a) it formed to serve a specific purpose that met both agencies' goals, (b) leaders made sustained commitments, and (c) it managed conflict. The partnership has taken on new projects over time; new ideas for improving access and service to underserved patients continue to emerge. Interorganizational trust and allegiance have been key to addressing challenges; nevertheless, the organic nature of the partnership's origins and the challenges of success have meant that the partnership has restructured its agreement and, to avoid being overwhelmed, limited new patient use.
authors.affiliation: University of Massachusetts Medical School, Department of Family Medicine and Community Health, Worcester, MA 01655, USA. suzanne.cashman@umassmed.edu
authors.forename: Suzanne B
authors.initials: SB
authors.lastname: Cashman
authors.forename: Patricia
authors.initials: P
authors.lastname: Flanagan
authors.forename: Matthew A
authors.initials: MA
authors.lastname: Silva
authors.forename: Lucy M
authors.initials: LM
authors.lastname: Candib
mesh_terms: D000046:Academic Medical Centers / Q000458:organization & administration; D000328:Adult; D000554:Ambulatory Care Facilities / Q000706:statistics & numerical data*; D003153:Community Health Services / Q000458:organization & administration*; D015444:Exercise; D005260:Female; D006297:Health Services Accessibility; D006801:Humans; D007373:Interinstitutional Relations; D008297:Male; D008404:Massachusetts; D008875:Middle Aged