傳統的社區發展協會常被視為區域狹小、資源有限。為了突破這種單打獨鬥，資源缺乏，方案推動不易，且經驗無法有效交流的困境，思考藉助團隊工作方式，成為協力結盟的社區，是另一種社區工作的新模式。從2007年開始，作者與桃園縣政府社會局共同研擬推動「旗艦社區領航計畫」，其構想是由功能較佳的社區擔任「旗艦社區」的角色，帶領具有潛力與發展意願，但功能稍微薄弱的「協力社區」，一起共同推動方案，藉由實際推動的過程，瞭解「聯合社區」的工作模式，而能加以學習，培養社區的能力，達成社區充權的目標。本研究在瞭解觀音鄉富源、樹林、新坡與保生4個社區發展協會在「領航計畫」當中所產生的一些現象與問題。研究結果看來，團隊建立方面尚稱順利，但內部協調溝通仍須加強；學習型組織方面，普遍具有相互學習功能，但有些社區的特色，無法模仿學習；社區培力方面有增強社區動員能力，並於第二年改善方案內容，較大問題是社區無專職人力。因此，本文提出三項討論議題：社區作為服務場域與服務對象的正當性、社區幹部「老年化」與「世代交替」的難題及聯合社區如何持續運作。

Traditional community development associations are small-sized and shortage of resources. The work community development organization usually is not satisfied by the community residents. In order to resolve this difficulty, the alternative approach is to draw support from other associations, and help them to establish a mutual-aid and learning organizations. Therefore, this new approach, ”Flagship Community Navigate Program” is helping different associations unified and pushing them to do something through this process. The goal is to encourage them to learn from each other. The author and Taoyuan county government try to carry out the ”Flagship Community Navigate Program” since 2007. The idea is to make well-established association to assist less ones. Base on this idea, all have to design a program, and to implement it together. Therefore, they can learn how to execute a plan and enforce their abilities from each other in this process. This research attempt to explore the operation process and functions of the following 4 community development associations: Fu-Yeng, Su-Lin, Sing-Bou and Boa-Seng. Using in-depth interview as research methods the result is that the process of team working is going well; however, communication abilities among them need to be improved, good experience of one association can be copied by others, and the transition from experienced workers to new ones is difficult.