The document discusses Asset Based Community Development (ABCD), which focuses on identifying and mobilizing community assets rather than deficiencies. It emphasizes that every community and person has strengths and resources. The key assumptions of ABCD are that meaningful change comes from within the community, local residents are best to identify issues and solutions, and that every person has abilities. ABCD's principles are that development starts with existing community assets like skills and organizations, focuses internally on building resident capacity, and is relationship-driven by connecting people and groups. The document provides examples of mapping individual skills and a process for conducting community asset mapping.

1. 資產為本社區發展
Asset Based Community Development
(ABCD)
陳國邦 6-2007
以共享創意署名-非商業性-相同方式共享 3.0 香港 授權條款釋出

2. 何謂社區??
地域性 / 功能性 ??
人 / 生活 / 聯繫 ??
歷史 / 文化 ??
認同 / 共同 ??
記憶 /想像 ??
延續 / 發展 ??

3. 「需要為本」 VS.「資産為本」

4. 以需要為本的盲點
當社區面對社會及經濟的挑戰時，
很多時社區的成員不其然會想起
「需要」、「問題」、和「不足」-
---例如缺乏工作職位、缺乏給青年
人的機會、老人/非生産人口過多、
低技術、低學歷、缺乏投資。
美 國 西 北 大 學 的 Kretzmann 與
McKnight 教授則認爲上述看法只
是將圖一中的半杯水說成是半空的。
以需要為本的角度忽略了在社區早
已存在的「資源」、「技術」及
「能力」
這杯水是
半滿還是
半空呢?

5. 空虛的社區要依賴外援
將社區看成是半滿還是半空有很重
要的不同。一個鄰舍/社區若只被看
成是「有需要」及「有問題」的，
很容易成為一個「空虛」的社區
那麽這社區便會接受到很多由外來
專家設計及推行的服務。居民便處
於被動、無力、及依賴外在協助及
援助的位置。

6. 以
需
要
為
本
的
地
圖
地理環境
社會環境
個人
失業
綜援
家庭暴力
毒品
賭博
新來港
自殺
貧窮
露宿者
虐兒
精神病
犯罪
單親家庭／ 家庭解體
高輟學率／ 雙失青年
沒有希望／前途／方冋
舊樓破落失
修
人口擠迫
環境/設施被破
壞
屋邨環境破舊/老
化
色情
場所/
娼妓
嚴重
居民
冷漠
大型填
海及工
程
海岸線消失 嘈音污染
交通
擠塞
缺乏大
型公園
空氣污染
鼠患
清潔
問題
空置店舖
醫療
不足
空置工廠大廈
文康設施分
佈不平均

7. 資產為本社區發展：一個新的角度
以資産爲本來考察的角度社區，並不是認
爲社區及區內的人再沒有事件或問題, 而是
打開了一種新的方向來面對挑戰。
這表示將同一人或同一事從另一角度來看
待 ：
1)一個失業工友成爲一個有經驗可以貢獻社區的人
2)一個獨居老人成爲一個慈愛及有見地的長者
3)一幢空置的樓宇成爲社區中可能有用的資源
這杯水是
半滿還是
半空呢?

8. ABCD – Key Assumptions
Believes that meaningful and lasting
community changes always origin from within,
and local residents in that community are the
best experts on how to activate that change.
focuses on the resources and capacities of a
community and its residents, instead of
dwelling on their needs problems and
deficiencies.
inherently optimistic, and assumes every
single person has capacities, abilities and gifts.
Living a good life depends on whether those
capacities can be used, abilities expressed and
gifts given.
the strength of a community is directly
proportional to the level that residents want,
and are able to contribute their abilities and
assets to the wellbeing of their community.

9. 資源豐富的社區可以回應問題
當一個社區便描述是一個資源豐富、
得天獨厚的社區，那麽居民所擁有的
技術較有可能便用來回應社區的事件
和解決問題。
外來的協助及資源仍有可能有需要，
但議題是由當地的居民所決定。
在這類鄰舍中的人是有參與的公民，
能夠塑造自己的將來。

10. 資産爲本的社區發展
Asset Based Community Development
Kretzmann與 McKnight 強調所有社
區、所有人均是得天獨厚、資源豐富及
有能力的
就算是那些在社會及經濟轉變中最被邊
緣化及最受害的社群。
他們的計劃將「需要地圖」(need
map)- 轉成爲「資産地圖」(assets
map)。

11. 以
資
產
為
本
的
地
圖
地理環境
社會環境
個人
工業技術
較多的餘暇時間
對地方的歸屬及認
同
通曉不同方言及傳
統文化的長者
有創意的年青人
多元文化及民族的
社群
低廉租金
不同類型的
學校
多項康樂設施 屋邨公共空間
婦女
小組
互委會
鄰近貨櫃碼頭 大型蔬菜及魚
類批發市場
成衣
批發
商舖
茘枝角:
商業中
心
新填海發展區
帶來新人口
鄰近
金山
郊野
公園
特色零售市場:
黃金商場 鴨寮街
店舖/土地租金低廉
小型
公園
工廠/貨倉低廉租金
大學
服務
機構
居民協
會
委員會
教會
地鐵/
西鐵/
九鐵
貫通
全區

12. ABCD的要旨

13. ABCD的三大原則
Kretzmannh與 McKnight指出資産爲本的社區發展有
三大原則：
以資産爲本(Asset Based): 社區發展的策略是由社
區中有什麽開始—居民及工作人口的能力; 地區
中的組織及團體，而不是社區中缺乏什麽, 或是
什麽問題, 或是什麽需要
‘The root idea of community development is
to identify local capacities and mobilise them,
which involves connecting people with
capacities to other people, associates,
institutions and economic resources.’
(Jody Kretzman and John McKnight)

14. ABCD的三大原則
「 以 內 部 爲 焦 點 」 (internally
focused): 首要先集中加強居民建
立議題及解決問題的能力；
'ALL THE HISTORIC EVIDENCE INDICATES
THAT SIGNIFICANT COMMUNITY
DEVELOPMENT ONLY TAKES PLACE WHEN
LOCAL COMMUNITY PEOPLE ARE COMMITTED
TO INVESTING THEMSELVES AND THEIR
RESOURCES IN THE EFFORT. THAT‘S WHY YOU
CAN'T DEVELOP COMMUNITIES FROM THE TOP
DOWN,OR FROM THE OUTSIDE IN'
(John McKnight, John Kretzmann)

15. ABCD的三大原則
「 以 關 係 作 推 動 」 (relationship
driven): 延續建立及再建立本地居民、
本地組織、及本地團體之間及內部
的關係。
‘MUCH HARD EVIDENCE HAS ACCUMULATED
THAT CIVIC ENGAGEMENT AND SOCIAL
CONNECTEDNESS ARE PRACTICAL
PRECONDITIONS FOR BETTER SCHOOLS,
SAFER STREETS AND EVEN HEALTHIER AND
LONGER LIVES’ (Robert Putnam)
‘AS A RULE OF THUMB, INVOLVE EVERYONE
IN EVERYTHING’ (Tom Peters – writer of In
Search of Excellence)

16. 究竟什麼是資產(Asset)?
資產(Asset)與資本(Capital)的不同
資產 著重是累積及儲備 將會有正面發
展的功能
資本 著重是投資及有增值的可能性

17. 「社區資本」
物質資本：原料、工具
人力資本：個人技術與知識
文化資本：個人及其家庭階級所繼承的
語言和文化能力
社會資本：人與人的關係
環境資本：物我平等，人與環境和
諧……

18. 社會資本Social Capital
'the fabric
that holds
the community together‘
(Robert Putnam)
從個人或微觀的角度出發，社會資本是指個
人透過與他人的社會聯繫而獲得的經濟資源、
資訊或機會。
從社會、團體組織或宏觀的角度出發，社會
資本指一個社會或組織透過其規範、網路與
信任，來促進集體行動去實現共同利益

19. 環境資本
Sustainability Development （可持續
發展）
ECONOMIC VIABILITY
ENVIRONMENTAL INTEGRITY;AND
COMMUNITY WELL-BEING
PEOPLE, PLANET AND
PROSPERITY

20. 蒐集社區資源
人：協助教材蒐集或課程發展的關鍵人士
事：社區的生活事件
地：社區的自然與文化地景，可供教學運
用的地點或場所
物：社區活動成果的遺產
時間：人、地、事、物在社區的變化與發
展

21. 推動ABCD的策略

22. ABCD策畧一:
MAPPING INDIVIDUAL SKILLS
AND CAPACITIES

23. MAPPING INDIVIDUAL
SKILLS AND CAPACITIES
Skills information
Community experiences
Employment/business interests
and experiences
Gifts/assets
Dreams
Personal information

24. COMMUNITY ASSET
MAPPING PROCESS
PLAN THE PROCESS
Establish the asset mapping task group
Define purpose(s) of exercise
Select group(s) to be mapped
Select methods to be used
Design the mapping instrument
CONDUCT THE MAPPING EXERCISE
collect the data
organise/map the data
USE THE INFORMATION
Disseminate the information
Allocate the resources and covert resources into
assets

25. NEW PROSPECT BAPTIST CHURCH
Cincinnati, OH
Survey Guidelines
INTRODUCTION
My name is ___________. What is your name?
Thank you for coming over. Did someone talk to you about
what the ‘Gift Exchange’ is all about? What do you
understand it to be? Basically, we believe that everyone has
God-given talents and gifts that can be used to benefit the
community. I’d like to spend a few minutes talking to you
about your gifts and skills.
GIFTS
Gifts are abilities that we are born with. We may develop
them, but no one has to teach them to us.
What positive qualities do people say you have?
Who are the people in your life that you give to? How do you
give to them?
When was the last time you shared with someone else? What
was it?
What do you give that makes you feel good?

26. NEW PROSPECT BAPTIST CHURCH
Cincinnati, OH
Survey Guidelines
SKILLS
Sometimes we have talents that we’ve acquired in everyday life such
as cooking and fixing things.
What do you enjoy doing?
If you could start a business what would it be?
What do you like to do that people would pay you to do?
Have you ever made anything? Have you ever fixed anything?
DREAMS
Before you go, I want to take a minute and hear about your dreams –
those goals you hope to accomplish.
What are your dreams?
If you could snap your fingers and be doing anything, what would it
be?
CLOSING
First, I’d like to thank you. We’re talking to as many people as we
can and what we’d like to do is begin a Wall of Fame here in the Soup
Kitchen highlighting the gifts, skills and dreams of as many people as
possible. The ultimate goal is to find a way to use those gifts in
rebuilding the community. Before you go, can I get your full name?
Address? Age?

27. ‘Perhaps most important in the
whole asset mapping venture is
not the outcome of data within
the mapping but the
relationships built in the
process.
Asset mapping is a good
way to rebuild communities one

28. ABCD策畧二:
建構共同成功的歷史

29. ABCD策畧二:
建構共同成功的歷史
欣賞性的訪尋 (Appreciative inquiry)
透過聚焦於過去的成功及令人振奮的歷史,
促進機構及社區有正面的轉變
透過訪問及講故事的方法去尋找正面的記憶
集體對成功的要素進行分析
這分析成為未來社區行動的起步點
欣賞性的訪尋事實上是尋找改變的動力
記憶及想像是兩大原素

30. WHAT IS APPRICIATIVE INQUIRY?
Appreciative Inquiry (AI) is the cooperative
search for the best in people, their organisations,
their communities and the world around them.
It involves systematic discovery of what gives a
system “life” when it is most effective and
capable.
AI involves the art and practice of asking
questions that strengthen an individual, a
community or a system’s capacity to heighten
positive potential.
AI assumes that every living being and system
has untapped, rich, inspiring accounts of the
positive.
Link this “positive change core” directly to any
leadership strategy or change agenda, and
changes never thought possible are suddenly and
democratically mobilized.

31. ASSUMPTIONS OF
APPRECIATIVE INQUIRY
Work in the affirmative, continuously seeking to discover what has
and gives life to the community and it’s members – instead of
working from a problem solving and deficiency paradigm.
People can plan best using the best of what has worked in the past.
Communities grow toward what they persistently ask questions
about,
Importance of narrative rich communication – AI works through
story telling, testimonials and large group forums,
Our future images guide our present performance – positive images
enhance community’s performance and personal motivation. Where
images are depressed or deficient, morale tends to be low,
Inquiry is inseparable from action.
AI articulates tomorrows possibilities rather than explains
yesterdays world,
Inquiry and change are not separate moments.
AI generates conversations about what has worked, the good, the
better and the possible.

32. WE CAN ASK QUESTIONS IN TWO WAYS–
1. What is wrong with our community?
What problems can we fix?
What are the needs of our community?
What is broken?
OR
2. What are the strengths of our community?
Share a time when you felt our community was at it’s
best?
What do you value most about our community?
What is the essence of our community that makes it
unique and strong?

34. Example of appreciative Inquiry
questions when reflecting within an
organisation
Reflect on your time in this organisation.
Locate an experience, a moment, that was
high point, when you felt most effective
and engaged.
Describe how you felt, and what made the
situation possible.
Without being humble, describe what you
most value about yourself, your work, your
organisation.
Describe how you stay professionally
affirmed, renewed, energised, enthusiastic,
inspired?
Share your three concrete wishes for the
future of this organisation.

35. ABCD的其他策畧:
社會資本的建設、創造及保育
社區經濟發展(Community Economic Development)
參與與充權
利用未盡其用的地方

36. ABCD – 社工的角色

37. FACILITATION
"TO MAKE EASY, PROMOTE, HELP FORWARD AN
ACTION OR RESULT, TO REMOVE
DIFFICULTY, PROMOTE EASE OR READINESS WITH
APTITUDE, DEXTERITY OR FLUENCY"
(Dictionary definition)
POSSIBLE ROLES OF A FACILITATOR
Create an atmosphere of energy, excitement and
optimism
Demystify concepts, processes and strategies
Optimise the knowledge and expertise of participating
groups/individuals
Broker experiences, models, methodologies, networks
and resources that may be relevant.
Encourage collaborative efforts between relevant groups
and networks

38. NATIONAL COMMUNITY BUILDING NETWORK
(USA) EIGHT KEY PRINCIPLES
Integrate community development
and human services strategy
Forge partnerships through
collaboration
Build on community strengths
Start from local conditions
Foster broad community participation
Require racial equity
Value cultural strengths
Support families and children

39. LESSONS FROM HEALTHY, SUSTAINABLE
AND ENTERPRISING COMMUNITIES
Embraces change, shapes its future and
engenders a sense of belief and
expectation
Focuses on the sustainable triple
bottom line – economic viability,
environmental integrity, and
community well being
Builds from the inside out
Encourages broad based participation,
social connectedness, inclusiveness
and diversity of thinking
Focuses on assets and capacities, not
weaknesses and deficiencies

40. LESSONS FROM HEALTHY, SUSTAINABLE
AND ENTERPRISING COMMUNITIES (Cont’d)
Acts in a holistic, entrepreneurial and
opportunity obsessive manner
Continually renews and builds a
diversified leadership base
Acts strategically and commits to long
term and continuous community
dialogue, planning, action and
evaluation
Values collaboration, networking and
clustering
Champions passionate and
entrepreneurial attitudes and
behaviours

41. CHAMPIONS PASSIONATE AND
ENTREPRENEURIAL ATTITUDES
AND BEHAVIOURS
Dreaming
Positive Mindset
New Possibilities
Experimentation
Risk Taking
New Thinking
Opportunity Obsession
FOSTERS:

42. ABCD與青年工作

43. YOUNG PEOPLE
 CAUSE PROBLEMS
 HAVE PROBLEMS
 ARE PROBLEMS

44. 「青年變成青少年的原因就是因為我們沒
有提供他們事情去做。我們不覺得他們
有生產力，只把他們視為容易受騙上當
的消費者。」
湯瑪士．海恩斯，青少年的崛起與沒落
（The Rise and Decline of the America
Teenager）

45. 青年—是成長階段?
還是社區的一份子?
主流看法:青年是一個由兒童到成人的
成長/過渡階段, 而其身份認同的確立
是標誌著過渡期的完結。
問題是若兒童過早接納/或完全拒絕成
人世界的價值(讀好書, 找好工, 搵多
錢), 那麼社會工作的角色是什麼?
沒有想象?沒有夢想?不能掌握未來,
這是我們希望見到的青年嗎?

46. 青年—是成長階段?
還是社區的一份子?
社區不單是一個居住及工作的空間, 更重
要的是人與人有互動關係的場所,
社區本身其實不是一個實體,更加是一個
想象/幻象(互助,合作)或感覺(we-feeling,
團結, 身份認同)。
社區發展正正是要建立這種想象和感覺

47. ABCD 的青年觀
青年人作為我們的工作對象正正需要
這種想象和感覺, 而不單是解決他們的
問題
我們更希望青年成為主體(subject), 能
計劃及掌握自己的未來
而ABCD可以更有效令青年人的主體性
可以發揮

48. ABCD 的青年觀
青年人有衝勁, 有想象力是社區進步及
發展的重要動力, 所以亦是社區中重要
的人力資產.
而在社區中亦有重要的文化資產及社會
資產, 可以為青年人提供學習,想像,與發
現的空間

49. ‘CHANGING THE PARADIGMS
ABOUT HOW WE
INVOLVE YOUNG PEOPLE
IN COMMUNITY BUILDING’
- SOME THOUGHT STARTERS -
By: Peter Kenyon
Director
Bank of I.D.E.A.S
(Initiatives for the Development of Enterprising
Action and Strategies)
Ph: 61 – 8 – 6293 1848
Fax: 61 – 8 – 6293 1137
email: pk@bankofideas.com.au
web: www.bankofideas.com.au

50. UNIQUE CONTRIBUTION BY YOUNG
WOMEN AND MEN
 Fresh perspectives
 Great collaborators
 Make the dollar stretch
 Passionate about issues, eg,
environment / sustainability
 Impatience
 Attract the attention of the media
 Best know what other young people
think and want

51. Problem Problem Solver
Client Change Maker
Recipient Co-Participant
At risk population Leadership asset
to be dealt with to be cultivated
Tomorrow’s Part of today’s
Leaders Leadership team
Adult in the A citizen today
making
PARADIGM CHANGE REGARDING YOUNG MEN
AND WOMEN

52. PRINCIPLES TO ENABLE EFFECTIVE
YOUTH PARTICIPATION
enable fun, challenge and excitement;
allow participation by choice;
avoid pigeonholing of young men and women and
generalising about their behaviour, opinions or ideas;
maximise the opportunity of success through adequate
provision of information, training, support, resources,
time and space;
address opportunities, needs and issues that are valued
and respected by young people, their peers and
the community;
start with the talents, capacities, assets and skills of
young people, rather than their problems and
deficiencies;
involve young men and women from the start;

53. create opportunities for young women and men to lead
and teach;
maximise decision making and accountability by young
people;
develop young peoples awareness of the social, political,
economic, cultural and personal aspects of the issues
affecting them;
make sense of, and demystify adult structures and
processes;
build active and supportive working relationships
between young people and other members of the
community;
provide opportunities for training and skill development;
and
encourage opportunities to reflect and analyse their
experiences.
(According to the Bank of I.D.E.A.S)

54. 1. Always start with the gifts, talents, knowledge and skills of
young people – never with their needs and problems.
2. Always lift up the unique individual, never the category to
which the young person belongs. It is “Frank” who sings so
well, or Maria the great soccer; never the “at-risk youth” or
the “pregnant teen”.
3. Share the conviction that: (a) Every community is filled with
useful opportunities for young people to contribute to the
community; and (b) there is no community institution or
association that can’t find a useful role for young people.
4. Try to distinguish between real community building work, and
games or fakes – because young people know the difference.
5. Fight – in every way you can – age segregation. Work to
overcome the isolation of young people.
Ten Commandments For Involving Young People In
Community Building

55. 6. Start to get away from the principal of aggregation of people
by their emptiness. Don’t put everyone who can’t read
together in the same room. It makes no sense.
7. Move as quickly as possible beyond youth “advisory boards” or
councils, especially those boards with only one young person
on them.
8. Cultivate many opportunities for young people to teach and to
lead.
9. Reward and celebrate every creative effort, every
contribution made by young people. Young people can help
take the lead here.
10.In every way possible, amplify this message to young people:
“We need you! Our community cannot be strong and complete
without you”.
(According to Jody Kretzmann, Institute for Asset Based Community
Development)

56. With
5O THINGS ADULTS CAN DO FOR YOUNG MEN AND WOMEN
1. Have a real conversation with a group of young people. Ask young people what
they want to do and how you can assist to make that happen.
2. Support community organizations that involve young people in meaningful roles.
3. Start a resource library of videos, photographic and printed materials on youth
involvement in your community.
4. Financially and personally support organizations that train young people and
adults to work together.
5. Develop a mutual mentorship program between adults and young people.
6. Co-create or support along with young people a community centre or place for
young people and adults to gather and do constructive things together.
7. Listen to young people express their concerns and perspectives about community
issues and opportunities and help them take action.
8. Be an advocate for young men and women by making sure they’re at the table
when you are discussing them.
9. Highlight in the local newspapers the positive contribution of young men and
women.
10. Introduce the 'Youth at the Centre' tools as a way of helping young people
study and audit their opportunities and challenges of the community, and then to
plan and implement projects that will enhance the community.
11. Write a letter to a newspaper editor about youth issues with a young person.

57. 12. Respect young people as you would a peer, and talk to them as you would talk to
an adult.
13. Work with young people to plan a community focussed project.
14. Hold a breakfast and invite young people to come and discuss their community,
and what they would like to see happen.
15. In planning youth development activities, start with the talents, assets and
skills of young people, rather than their problems and deficiencies.
16. Involve interested young people as consultants, interns, apprentices, and staff.
17. Be consistent and clear about your expectations of young people and adults in
your home.
18. Team up with young men and women and youth-led groups to have a town
meeting on a vision for young people in your community.
19. Identify and network with young people in your community who are interested in
youth and community issues.
20. Network and connect with other adult committed to genuine youth participation
principles.
21. Provide transportation to young people who would not otherwise be able to
participate in community activities.
22. Team up with young people to support political candidates at local, state, and
national levels who make listening to, and working with young people a priority!
23. Help arrange for a radio station to sponsor a call-in show led by young people
that allows them to talk about their ideas.
24. Help arrange for young people to have a regular audience with the mayor and
local council to highlight their ideas for improving social and social opportunities.

58. 25. Work with young people to establish a Youth Council within the community.
26. Insist that any development committees operating within the community must
reserve several committee places for young people.
27. Only go to meetings where youth are invited or you can bring young people with
you.
28. Create opportunities for young women and men to lead, teach and mentor.
29. Advocate for youth-led experiences in the schools so students can learn
through hands-on experience.
30. Make your home a comfortable, safe, and affirming place where young people
are welcome.
31. Help young people create a newsletter for your community on youth issues and
perspectives.
32. Help young people compile a list of all opportunities for youth involvement in
your community. Post it in your local library and schools. Have estate agents give it
to new families in town.
33. Involve young people as mentors to community and business members in the use
of the Internet and E commerce opportunities.
34. Email editions of community newspapers to all local young people studying away
from the town.
35. Maintain a data base of all ex students from the community and communicate
each year about the community and its opportunities and solicit development ideas.
36. Raise funds for a youth-led organization.
37. Avoid pigeon holing of young women and men and generalising about their
behaviour, opinions or ideas.

59. 38. Join (or form) with young people a community task force to develop ideas and
implement actions to improve community opportunities.
39. Support young people in an audit of local businesses in terms of their youth
friendliness.
40. Cancel a meeting or engagement so you can spend time with a young person in
your family or community.
41. Confide in a young person. Ask their advice on issues that you’re struggling with.
42. Be an advocate for youth/adult partnerships in your workplace.
43. Maximise the opportunity for success by youth led projects by ensuring
adequate provision of information, training, support, resources, time and space.
44. Value young people’s work and pay them for their work. Don’t assume that just
because someone is young they are a volunteer.
45. Write notes of appreciation for young people who contribute to the community
or achieve in the arts, sports and service.
46. Attend events in the area where young people are actively engaged.
47. Monitor regional, state and national youth leadership development experiences,
and promote participation by local young people.
48. Advocate the local community commit resources for local youth leadership
development experiences.
49. Avoid interrupting young people.
50. DO involve young people in all states of planning, managing and evaluating youth
related events and projects.
(Compiled by the Bank of I.D.E.A.S. Adapted from similar lists by the Innovation Center for
Community and Youth Development of the National 4H Council and Search Institute, USA)

60. ‘There are only two
lasting bequests we can
hope to give our young
people – one of these is
roots, the other is wings’
(Hodding Carter)

61. 我們的小錦囊：
熱愛社區，把緊機遇，創建未來
社區精神：人人為我，我為人人
諦造社區回憶，分享參與成果
以故事夢想，感召群眾
踢走專家，重現智慧
開放組織，編織網絡
因為難，所以好玩
獨樂樂，不如眾樂樂
邊做邊學，常懷幽默
古道熱腸，謙卑服侍
營造資產，永續發展

62. 謝謝 !!

63. 參考資料
黃洪博士(2006) ： “資產為本社區發展與青年” 小童群益
會荃葵區同工訓練會議簡報
Peter Kenyon
Director, Bank of I.D.E.A.S (Initiatives for the
Development of Enterprising)
http://www.bankofideas.com.au/bookshop_frames.html：
CHANGING THE PARADIGMS ABOUT HOW WE
INVOLVE YOUNG PEOPLE IN COMMUNITY
BUILDING’ - SOME THOUGHT STARTERS –
ASSET BASED COMMUNITY DEVELOPMENT
Concept of Healthy Sustainable and Enterprising
Communities – Presentation note-

64. 參考資料
• IPR Research Asset-Based Community Development
Institute
• http://www.northwestern.edu/ipr/abcd.html
• Search Institute Home
• http://www.search-institute.org/
• The Appreciative Inquiry Commons
• http://appreciativeinquiry.case.edu/
• 中華民國社區營造學會
• http://cesroc.twweb.biz/front/bin/home.phtml
• 社區資源手冊
• http://921.yam.com/community/history/history_03.htm