Under the policy of emphasizing "communitarianism" by the government, how to empower communities to become autonomous voluntary organization has become an important issue. With the popularization of the communitarianism concept and the rapid development of community organizations, almost 6150 community development associations has been established in Taiwan so far. However, due to the lack of empowerment of community associations, numerous organizations can not effectively carry out service programs to meet local needs and public profit. Therefore, they earnestly need public sectors to step in and provide counsel. This research focuses on community-based vision counsel and proposal plans based on district administration by Social Affairs Bureau of Kaohsiung City Government. It concludes "2005 community vision initiating plan" and "2006 community vision keep going plan". This research conducted outcome evaluation toward the plans carried out by Kaohsiung City Government. The research objects includes 4 aspects: deans of department of social affairs of city government (supervisors of the plan), district administration staffs in charge of communities, a cadre of community attending community empowerment plan, and professional empowerment team crew. The research methods are in-depth interviews and focus group interviews with outlines drew up on one's own to collect data. The plan is still proceeding. The discoveries of this research are as follows: 1.As a whole, from the two dimensions: empowerment and capability, the community-based vision plan carried out by Kaohsiung City has positive influence toward communities, which meets the ideal of active state by Akkerman, T. et al.(2004). 2. The intermediate roles and professional team counseling roles of district administration from the plan also meet the importance of the intermediate organization emphasized by Gittell and Avis (1998) from the process of U.S CDC. 3. The number of community proposals has increased obviously through the empowerment plans. It raised from 19 cases in 2005 to 27 cases in 2006, which increased 50%. 4. The forerunners of the district administrations lack of administrators and professional proficiency. Thus, they mostly passively cooperate only. 5. Through counseling community empowerment plan, professional empowerment team received highly praise from Social Affairs Bureau, district administrations, and communities. 6. Though district administrations tend to cooperate passively, communities have higher support for the district administrations for the arisen interaction between them. District administration toward communities plays a more direct and intensive role than city and county governments. Most community associations conceive district administration as an important intermediate organization, which plays a bridging capital role, connecting city government and community associations. Due to the execution of the plan, district administration has intensive interaction with community associations.