The Counseling Psychologist

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Community-Based Collaboration: An Overarching Best Practice in

Prevention
Lynne A. Bond and Amy M. Carmola Hauf
The Counseling Psychologist 2007 35: 567
DOI: 10.1177/0011000006296159
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 Reactions

Community-Based Collaboration:
An Overarching Best Practice in Prevention
Lynne A. Bond
The University of Vermont

Amy M. Carmola Hauf

The United Way of Chittenden County, Burlington, Vermont
Several groups of prevention scholars and practitioners have recently worked independently and simultaneously to identify and disseminate guidelines for effective prevention and health promotion, reaching remarkably similar conclusions. The authors
argue that community-based collaboration is an overarching best practice in prevention because it is crucial for achieving the characteristics identified as distinguishing
effective prevention. This article reviews the elements that scholars have agreed are
necessary for effective prevention and summarizes the ways in which community-based
collaborations contribute to each.

With the recent turn of the century, several distinct groups of prevention
scholars and practitioners appear to have been working simultaneously to
identify and disseminate general guidelines for effective prevention and
health promotion programming. For example, our own report on this topic,
featuring 10 characteristics of effective primary prevention and promotion
programs (Bond & Carmola Hauf, 2004), was prepared for a 2001 presentation to the Congress of the World Federation for Mental Health. At
approximately the same time, Durlak (2003) identified 8 generalizations
about effective prevention and health promotion interventions. Weissberg
and Kumpfer (2003) edited a special issue of the American Psychologist
that emphasized best practice standards for child and youth prevention initiatives that included Nation et al.s (2003) review-of-reviews approach to
identify general principles of effective prevention programs that might transcend specific [prevention] content areas (p. 450).
It is strikingand reassuringthat these reviews have led to remarkably similar conclusions about characteristics and preliminary guidelines
for effective prevention and promotion. Although the precise numbers and
headings of recommendations vary from one publication to the next, the
Correspondence concerning this article should be sent to Lynne A. Bond, Psychology
Department, 338 John Dewey Hall, The University of Vermont, Burlington, VT 05405-0134;
e-mail: lynne.bond@uvm.edu.
THE COUNSELING PSYCHOLOGIST, Vol. 35, No. 4, July 2007 567-575
DOI: 10.1177/0011000006296159
2007 by the Division of Counseling Psychology

567
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568 THE COUNSELING PSYCHOLOGIST / July 2007

core conclusions are noticeably similar. Thus, it is both fitting and timely
for Hage et al. (2007 [this issue]) to build upon this work to identify 15
best practice guidelines on prevention practice, research, training, and
social advocacy for psychology (p. 493). We are ready and in need of such
a distillation to guide future practice.
One of Hage et al.s (2007) best practice guidelines encourages psychologists to use culturally relevant prevention practices that are adapted
to the specific context in which they are delivered and that include clients
and other relevant stakeholders in all aspects of prevention planning and
programming (p. 496). In this article we argue that community-based collaboration might best be elevated from the position of useful tool to a
best practice in and of itself. We want to put community-based collaborations in bright lights, move them from background to foreground, and
feature them as fundamental to effective prevention and promotion efforts.
Increasingly, we have become convinced that community-based collaborations not only characterize effective preventive interventions but also may
be essential for achieving other characteristics of effective prevention and,
thus, constitute a core best practice guideline.

DEFINING COMMUNITY-BASED COLLABORATIONS

Colby and Murrell (1998) defined collaboration as an organizational and
inter-organizational structure in which resources, power, and authority are
shared and people are brought together to achieve a common goal that could
not be accomplished by a single entity, individual, or organization independently (p. 191). Thus, distinguished from other cooperative relationships that
are likely useful for effective prevention, collaboration incorporates explicit
goals of sharing power, resources, and authority. Community-based collaboration refers specifically to collaborative efforts that are anchored in partnerships among individuals and groups within the community and, as such, bring
together those stakeholders who affect and are affected by the issue at hand.
Identifying and engaging these stakeholders are among the most important
tasks for effective prevention and promotion in mental health, and we have
limited models of how to do so effectively. However, if we consider our prevention goals within the nested and interacting systems of a socialecological
framework (e.g., Bronfenbrenner, 1979), we quickly recognize the diversity of
stakeholders that should be involved. For example, the stakeholders in a bullying prevention program go well beyond the potential bullies and even their
victims to include, for example, family members, peers, older and younger
community children (e.g., as models and learners), diverse school personnel
(e.g., teachers, cafeteria staff, and bus drivers), members of local health,

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recreation, and service organizations, neighborhood organizations, the business

community (including, e.g., those affiliated with local stores, media, and public
transportation), and perhaps related regional, national, or international groups.

CONTRIBUTIONS OF COMMUNITY-BASED
COLLABORATIONS
We posit that community-based collaboration should be construed as an
overarching best practice guideline because it facilitates the attainment of
virtually every characteristic of effective prevention and best practice
guidelines on prevention practice, research, training, and social advocacy.
To state our case, we identify six prominent themes that are repeatedly
associated with effective primary prevention and health promotion initiatives (cf. reviews by Bond & Carmola Hauf, 2004; Durlak, 2003;
Greenberg et al., 2003; Nation et al., 2003) and Hage et al.s (2007) guidelines for best practices. Additionally, we describe the manner in which community-based collaborations contribute to each of these themes.
Effective Prevention Initiatives Are Based Upon
Sound Theory and Research
The content, structure, and implementation of successful primary prevention and promotion efforts are based upon a foundation of high quality interdisciplinary scholarship and practice that identify key elements
and strategies demonstrated to contribute to success. This fact highlights
the crucial role of researchers and other professionals in communitybased collaborations. Certain partners in a collaborative effort have
access to information that is not easily available to others. For example,
well-trained scientists may have a strong grasp of certain relevant theory
and research, but lack familiarity with applied theory and research that
others can bring to bear. Likewise, scholars lament the absence of scientific input in many community-based violence prevention efforts despite
their careful tailoring to community needs. (Compare this theme with
Hage et al.s, 2007, Principle 2, p. 503.)
Community-based collaborations enable partners to pool and hence
broaden their respective knowledge base, creating a stronger foundation for
their prevention initiative. At the same time, in the course of their information exchange, collaborators are also encouraged (if not forced) to use
creative and critical thinking regarding the implications of their own and
others disciplinary resources. Thus, the resulting initiatives may be simultaneously more rigorous and more creative.

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Of course, when a collaborative relationship is respectful, involving true

sharing of power, resources, and authority, it is empowering and fosters
ownership and investment in the process and outcome. Therefore, prevention initiatives that are based upon community-based collaborations are
more likely to be implemented as designed rather than drift from their original theoretical and research-based framework; collaborating stakeholders
are more likely to both develop a stronger understanding of the programs
theoretical and empirical foundation and become invested in supporting the
outcome of their collaborative effort.
Effective Prevention Requires a Comprehensive
Multisystem, Multilevel Perspective
Effective prevention and health promotion initiatives address multiple
influences on diverse developmental pathways of human functioning from
a multisystem, multilevel perspective. Building upon a social ecological
framework (e.g., Bronfenbrenner, 1979), diverse influences and contexts
encompass dimensions of the individual (e.g., socioaffective, cognitive, and
biochemical); microsystems (e.g., interactions with family members, neighbors, friends, and colleagues); organizations and institutions (e.g., work,
school, community groups, and social services) directly and through their
impact on microsystems; cultural norms and societal policies; and overarching sociohistoricalcultural context. (Compare this theme with Hage et al.s,
2007, Principle 4, p. 510.)
By involving multiple and diverse stakeholders, community-based collaborations engage diverse factors and systems that influence (and are influenced by) human functioning. Different groups of stakeholders are linked,
invested, and experienced in distinct systems. Hence, they are able to contribute (a) distinct sorts of awareness and understanding of the varied factors,
systems, and levels that influence the prevention target; (b) diverse forms of
expertise and skills required for designing and implementing the multiple
strategies needed in a comprehensive approach; and (c) both relationships
among and access to distinct socialecological systems (e.g., social services,
politics, and health care). This combines to create a more comprehensive
mental health initiative with different points of access for addressing diverse
contexts, levels, and pathways of systems, at diverse points in time and developmental stages among the target population. For example, a communitybased collaboration among business employers, friends, family, recreation
league members, and religious leaders provides access to diverse contexts,
perspectives, structures, spheres of influence, and points of contact that could
not be achieved without such a collaboration.

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Effective Prevention Builds Upon Strengths and Protective Factors

It is often tempting to focus upon risks and vulnerabilities because they
frequently motivate the original development of primary prevention and
health promotion programs. However, initiatives that are most successful in
the long term also identify and build upon strengths and protective factors
at multiple systemic levels (e.g., individual, microsystem, organizations
and institutions, community, sociopolitical, and culturalenvironmental). For
example, building on organizational capacity (e.g., Gottfredson, Fink,
Skroban, & Gottfredson, 1997), community strengths and protective characteristics (e.g., Sampson, 1999), and sociohistorical conditions (e.g., Jenkins,
1996) is central to promoting health and well-being. (Compare this theme
with Hage et al.s, 2007, Principle 5, p. 515.)
Community-based collaborations are instrumental in helping us maintain a focus on strengths and protective factors as well as risks and vulnerabilities. Without the input of diverse stakeholders, it is difficult to identify
the full range of strengths and challenges to individuals, groups, and organizations. Individual groups of stakeholders (including mental health professionals) typically have the opportunity to observe and engage people in
a relatively limited variety of contexts; thus, for example, parents are often
surprised to learn how teachers, employers, or even other parents view their
adolescent outside the home; health providers rarely have a firm grasp of
their clients behavior within the home, educational, or recreational settings. In fact, multiple informants are powerful in providing both insider
information and outsider perspectives regarding individual and organization/community profiles that are central to prevention efforts. Moreover,
by engaging a diverse group of collaborators who, themselves, are linked to
different systems, we build a broader and deeper network of individuals and
groups to contribute to protective functions in multiple contexts of daily
life. As Balcazar and Keys (2003) emphasized, it is important for multiple
parts of systems to be seen as part of the solution, rather than simply part
of the problem.
Effective Primary Prevention Initiatives Are Sensitive
to the Specific Population and Context Served
There is typically tension in trying to balance the goals of creating a prevention initiative that is, on the one hand, generalizable across populations
and settings and, on the other hand, sensitive to the needs of a specific
group of people and settings. Nevertheless, prevention initiatives cannot be
effective unless they are relevant to the target population from a variety of

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perspectives; their content and structure (e.g., timing, dosage, and modality
of communication) must be appropriate culturally, sociopolitically, and
developmentally (e.g., Bond & Carmola Hauf, 2004; Durlak, 2003; Hage
et al., 2007; Nation et al., 2003). For instance, the content and format of an
effective program to support families undergoing divorce must be responsive to the sociocultural meaning of divorce for the family and community,
the developmental stages of the children, and the phase of the family in the
divorce process (e.g., being contemplated, following a long-time separation, or having been abruptly implemented). Interventions must be tailored
according to peoples stage of change (Riger, 2001, p. 72) and the sociocultural practices and meaning they make of related events. (Compare this
theme with Hage et al.s, 2007, Principle 3, pp. 507-508.)
Input from diverse community-based partners is essential for assuring
a prevention initiative that is responsive to the particular population.
Community partners have important insider knowledge regarding the culture(s) in which targeted participants and other stakeholders are engaged,
including their history, needs, values, belief systems, and patterns of daily/
weekly contact (e.g., Is the laundromat, fitness club, corner market, and/or
newspaper an effective vehicle for ongoing information dissemination?). This
is crucial input not only in the early stages of problem/goal definition and
intervention design but also during ongoing monitoring and evaluation of the
initiative (as we discuss next). Being sensitive to the population also requires
understanding the evolving nature of the systems in which individuals engage
(e.g., family, peer, work, educational, religious, and other community settings) and culturally sensitive points of access to these evolving systems (e.g.,
identifying when, where, and how the targeted population is most likely to be
open to considering alternative ways to approach habitual behaviors and
interactions). For instance, intergenerational networks (e.g., grandparents,
extended family members) serve as a daily influence and potentially powerful intervention tool for some cultural groups, but not for others. Through
community partners, we can assemble local knowledge that contributes to
determining appropriate dosage and follow-up points for preventive intervention (e.g., a collaboration among community health providers, police, social
service providers, businesses, and substance abusers is better able to identify
high-stress and/or high-risk times of days, weeks, and years for substance
abuse and needed support).
Community-based collaboration, in turn, promotes buy-in and engagement of these diverse community collaborators. It both motivates and provides
the partners with opportunities to become more sensitive, open, and responsive
to the needs, strengths, vulnerabilities, and complex socioculturalpolitical
contexts affecting the target population. For example, participating partners
from the police, local businesses, and health and social service agencies

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develop more commitment, sensitivity, and understanding toward the population and become more likely to serve as public advocates on its behalf.
Effective Prevention Incorporates High-Quality
Monitoring and Evaluation
Ongoing program evaluation is repeatedly recognized as necessary for
successful prevention efforts in mental health (e.g., Bond & Carmola Hauf,
2004; Durlak, 2003; Dusenbury & Falco, 1995; Nation et al., 2003). It permits ongoing feedback regarding intended and unintended effects of the initiative, including the fidelity of the implementation (and its components) and
the degree to which identified goals and objectives are being addressed.
Moreover, the most useful evaluation protocols require ongoing monitoring
and feedback.
As Hage et al. (2007) point out, Families, schools, community agencies,
businesses and policy makers represent potential partners or stakeholders,
who should be involved in the process from an initial needs assessment
through program evaluation and adaptation (p. 509). Community-based collaborations support high-quality evaluation and monitoring. For example,
collaborating partners are likely to vary in their resources (e.g., staffing,
funds, networks, and time), information-gathering skills and experience
(e.g., interviewing, observational, and unobtrusive measures), and access to
contexts, opportunities, and procedures that are relevant to evaluation and
monitoring. The diverse experience and priorities of the partners are likely
to lead them to pose different questions and suggest alternative interpretations of the data. This means that community-based collaborations promote
more comprehensive and ecologically valid data gathering and interpretation, and reduce redundant evaluation efforts that fail to provide comparable data. Moreover, the shared ownership of the prevention initiative
increases the likelihood that collaborating partners will also take responsibility in both implementing and then responding to evaluation in meaningful ways.
Effective Primary Prevention Efforts Require Sustainability
As Bronfenbrenner (1974) and his colleagues (Lazar & Darlington,
1978) reminded us years ago, only sustained interventions have sustained
effects. To achieve meaningful long-term outcomes, prevention initiatives
must have a sustainable (and necessarily flexible) infrastructure that is integrated into stable ongoing systems (e.g., health, social, political, economic,
educational organization at the local, regional, national, or even international levels), decreasing vulnerability to shifting priorities and resources.

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574 THE COUNSELING PSYCHOLOGIST / July 2007

Through the partnership of multiple stakeholders, a prevention effort is

more likely to be integrated into the multiple systems associated with the
varied stakeholders rather than be situated in one alone. For example, a program designed to support mid-life adults through unanticipated job loss
will be more sustainable if integrated into local health care, adult education,
social service, and spiritual communities than in merely one or two of those
sectors. Not all community partners have access to the same resources for
sustaining prevention efforts (e.g., specialized skills, money, social capital,
credibility and legitimacy, networks, personnel, political savvy, and/or
power). Pooling resources increases not only the amount but also the
breadth of available resources and, therefore, the flexibility and adaptability of the initiative. (Compare this theme with Hage et al.s, 2007, Principles
13, 14, and 15.)

SUMMARY
Community-based collaborations, formal or informal, provide not only
the road but also the frame, body, engine, and fuel for a successful journey in
prevention. The collaboration of stakeholders from different systems and
contexts of peoples lives enhances the pathway for accessing multiple contexts and influences of peoples lives and keeping those roadways open.
Community-based collaborations assemble multiple perspectives and expertise, and require intragroup communication, increasing the likelihood of creating a stronger theoretical and research framework from which to work. The
integration of diverse perspectives reflecting different knowledge and sensitivities permits the assemblage of a more fitting and effective overall design.
By truly sharing authority, power, and resources for the initiative, participating stakeholders are invested in improving, maintaining, and sustaining the
vehicle they have jointly created.
Of course, community-based collaborations provide not only an overarching framework for achieving effective prevention in mental health but also a
vehicle for strengthening the community partners themselves. Through the
collaborative efforts, each partner is gaining knowledge, skills, access to
resources and networks, and the power to function more effectively to
achieve its goals. In other words, strong community-based collaborations not
only lead to more effective prevention but also support the development of the
individuals, organizations, and communities committed to promoting mental
health. Each part of the prevention machine becomes stronger and more
effective through the collaboration process.

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