factors affecting the relationship between community organization council and the local government...

1st ASEAN Conference on Humanities and Social Sciences 28-30 May 2015, Vientiane, Lao PDR.

Factors Affecting the Relationship between Community Organization Council

and the Local Government Organization

Sittichai Thummakun*, Dr.Thammaporn Tantra**, Dr.Somkid kaewthip*** and Dr.Sathaporn Sangsupho****

Abstract This qualitative and quantitative study aimed to: 1) investigate and analyze the relationships between the community organization council and the local administrative organization; 2) explore fac tors effecting the relations between the community organization council and the local administrative organization The sample group in this study consisted of representatives of the community organization council having been registered legally; representatives of the local administrative organization; and concerned personnel e.g. academics on politics and laws and NGOs personnel. Research instruments in this study included structured interview schedule, questionnaire, and focus group discussion. Descriptive statistics was used with qualitative data whereas normal multiple regression was used with quantitative data. Findings showed that there were 4 forms of relations between the community organization council and the local administrative organization as follows: 1) support of each other; 2) coordination; 3) conflicts, and 4) self-dependence. The difference in relations of the community organization council and the local administrative organization in each area were affected by the following factors: individual, participation, local politics, benefits, beliefs, culture, way of organization managerial administration, and structure. Keywords: Community Organization Council, Local Administrative Organization

Introduction Local governing is now playing important roles in Thai politics. It clearly reflects Thai political change both in urban and rural communities. However, local governing in Thailand still has low development together with problems.

* Masters Student, Public and Private Organization Administration Program, School of Administrative Studies, Maejo University; Email: [email protected] ** School of Administrative Studies, Maejo University *** School of Administrative Studies, Maejo University **** School of Administrative Studies, Maejo University


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This is particularly caused by the political culture in the country which is in the form of representatives making conflicts process. Besides, it does not promote people to truly participate in Thai politics. Instead, they are only voter based and service users without accountability. This is because mot representatives come from profit seeking groups and those under the patronage system. In fact, people do not have a chance to participate in the determination of the form of local administrative organization. Although there is the occurrence of public hearing in the local area, but various processes have conditions hindering local people participation. This causes problems in the personnel management system, problems in authorized persons, roles in mechanical control, discriminatory, corruption at the grass root level, crimes caused by conflicts in local administrative organizations, and local election. All of these continually increase in violence. At present, the local administrative organization attempts to level it to be an agency of the bureaucratic system dominating local people. That is, it is not truly in accordance with the principle of decentralization. Besides, some main functions of the local administrative organization overlap with that of the central and the regional agencies (Panyadee, 2010: 5). Since the problem condition of local governing in Thailand had developed from the elite group and democratic representative which cannot be responsive to local needs, this leads to needs for an organization as a legal entity with independence and coordination. Thus, it leads to have an idea to have a bill process of the community organization council in 2006. This began by the conclusion of Community democracy: reconciliation politics performed by the coordination of the community networks and Social Management College. Then, there was a brain-storming venue at a regional level (eight regions) in order to develop proposition of local people for social and political reform. That was, the adjustment of managerial mechanism by decentralization (up to bottom) leading to true self-reliance. In November, 2006 this idea was proposed to General Surayuth Chulanont, the Prime Minister of Thailand during that time. Later on, the idea was drafted as well as the community organization council. Meanwhile, there was a continual public hearing venue holding of leaders of 4 regions and teamwork of community organization networks for brain storming both in the central and regions. Eventually, there was a conclusion of the community organization council act draft proposed to Ministry of Social Development and Human Security to further propose it to the Council of Ministers. However, there were different opinions among members of the Council of Ministers. Those who objected were mostly afraid that it would have conflicts with the local administrative organization and overlapped budgets. On the other hand, those who did not object perceived that grass root participations are participated democracy which can monitor and offset. Unfortunately, however, Minister of Social Development and Human Security could not support the community organization council because it was refused twice by the Council of Ministers since Ministry of Interior disagreed to it. The reason was that it would overlap with the function of the local administrative organization, resulting in conflicts in the community. Therefore, there was a solution to propose this incident to the Appeal committee for consideration. During this time, there was opinion proposal for the amendment by the coordination of academic organization, subcommittee for human security, and legislator until it could be proposed to the National Register. On 28th November, 2007 the community organization council plan was successfully declared to be approved as an act. In 2008, the committee organization council was recognized legally aiming to enhance the operational process at a local level. This focused on the local community having diverse cultures to be strong and for sustainably self-


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management. In addition, the local community could play vital roles in country development, democracy building, and good governance strengthening. After the enactment of the community organization council in 9 th February, 2008, various network organizations began to be registered for the establishment of the community organization council. Practically, many community organization councils do not only act as a neutral organization for steering and promoting democracy of the public sector but also monitor work performance of the local administrative organization in terms of the community privilege or benefits. Thus, it becomes to offset operational authority of the local administrative organization. This causes conflicts in many areas having the establishment of the community organization council. Meanwhile, there are not conflicts in areas where there is close coordination between the community organization council and the local administrative organization. According to the incidents as afore mentioned, the teams of researchers were interested to investigate how was the status and relationships of the community organization council and the local administrative organization. Also, what factor had an effect on the relationships making conflicts between the community organization council and the local administrative organization in many areas. Meanwhile, what factors making the two organizations work together harmoniously.

Objective 1. To analyze relationships between the community organization council and the local administrative organization. 2. To investigate factors effecting the relationships between the community organization council and the local administrative organization.

Research Methodology This study employed mixed method (qualitative and quantitative). Steps in this study were prepared in order to obtain completer data which were most reliable as follows: 1. Document Research Data were collected from various concerned academic documents, the community organization council legislation, concerned laws, recognized official documents, minutes, textbooks, research reports, and concerned academic articles. 2. Field Research Data were collected through interview and interview schedule (structured interview). Informants in this study were representatives of the community organization council, representatives of the local administrative organization, and other concerned personnel e.g. academics on political sciences and laws, NGOs, personnel, personnel of the community organization council, and representatives of various public groups. 3. Focus Group Discussion Data were collected through discussion with the informants based on specific topics. Each group consisted of 7-12 persons selected from the target population as determined.


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Part 1 Qualitative Research Data collection 1. Structured interview; In - depth interview about historical background on operation and management of the community organization council, relationships of the community organization council and the local administrative organization, and an appropriate guideline for the coordination between the community organization council and the local administrative organization. 2. Focus group discussion; To analyze factors effective relationships of the community organization and the local administrative organization for sustainable community development and without conflicts. Data analyses For the qualitative research, descriptive analysis was employed to describe phenomena in the study. Obtained data were sorted in accordance with conceptual framework of the study. Then, content analysis was conducted to describe and explain the phenomena on the relationships of the community organization council and the local administrative organization. Part 2 Quantitative Research Primary quantitative data and secondary quantitative data were collected by using a set of questionnaires administered with the community organization council and the local administrative organization. It aimed to find data and factors effecting relationship of the community organization council and the local administrative organization as well as suggestion about appropriate management of the coordination between the community organization council and the local administrative organization. This was in the form of Likert scale. Data Analysis Obtained data were analyzed by using the Statistical Package for the Social Science Program. Pearson product moment correlation and multiple regression analysis were employed for analyzing the relationships between the community organization council and the local administrative organization. And factors effecting the relationships.

Results of the Study Regarding the relationships between the community organization council and the local administrative organization, it was found that there were 4 forms of the relationship: 1) supporting relationship, 2) c oordination relationship, 3) conflict relationship, and 4) having each own life relationship. Obtained forms of the relationships in each local area were different was influenced by various factors: personal factor, participation, local politics, benefit, beliefs and culture, a guideline for organization management, and structure. 1. Supporting relationship It was found that there was the coordination between the community organization council and the local administrative organization through activities for community development and local resources allocation e.g. community forest, canal, garbage pit, brain storming. In this matter, the local administrative organization would be responsible for it. Then the community organization would top up those activities by encouraging local people


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to take care or support the operation of the local administrative organization. In other word, the community organization council would act as an agency for public relationship to the public or local people. The relationships of these two organizations made the occurrence of community development which was consistent with needs of the community. However, this relationship did not reach the coordination in all aspects.3 2. Coordination relationship It was found that this relationship arised from the coordination between the community organization council and the local administrative organization for mutual community development. In this case, the local administrative organization would listen to problems of local people through the village society or the meeting of the community organization council. Meanwhile, there were personnel of the local administrative organization attending the meeting and then the meeting agenda or suggestions of the meeting would be proposed to the administrators of the local administrative organization for consideration. This relationship occurred with the community leaders who did not have conflicts with people in the community due to the benefits of community development.3 3. Conflict relationship It was found that this relationship arised form many factors. This included the following: personnel factor-conflicts among people in the community e.g. conflicts between heads of the community organization council and heads of the local administrative organization or staff; local people were not given a chance to participate in activities; local politics was a prime figure to cause conflicts in the community; benefits arised from various project implementation which sometimes the local administrative organization did not want the community organization to monitor it; a guideline for the organization management which was different e.g. adequate allocation of resources to local people; organization structure e.g. fixed operational structure. This type of relationship had a negative effect on community development. Mostly, the community had this kind of relationship did not have development.3 4. Having each own life relationship It was found that the operation of the two organizations was in a parallel form. For example, garbage disposal in the community-each organization did it alone, not work together. That was, the local administrative organization had a project for free of charge of garbage disposal (collecting) but it had a campaign of garbage sorting. On the other hand, the community organization committee promoted the people In the community to sort garbages to change with eggs. Thus, it was an overlapped job for community development. Besides, people in the community were confused with the roles and duties of the two organizations.1 Regarding results of a study on factors effecting relationships between the community organization committee and the local administrative organization, it was found that the following were factors effecting the relationships in terms of operation and staying together for local development and democracy enhancement: 1) personal factor, 2) participation, 3) local politics, 4) benefits, 5) beliefs and culture, 6) a guideline for organization management, and 7) organization structure. As a whole, there was a high level of factors effecting the relationships between the community organization council and the local administrative organization ( x = 3.90). This implied that these factors had an effect on the relationships of the two organizations. Results of the study showed that benefits had a highest level of an effect on the relationships of the two organizations ( x = 4.56). This was followed by local politics ( x = 4.20), personal factor ( x =

1 the information was synthesized from the interview with key informants in Chiang Mai areas mentioned in the research methodol ogy


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4.11), participation ( x = 3.95), organization structure ( x = 3.61), beliefs and culture ( x = 3.48), and a guideline for organization management ( x = 3.40), respectively (Table 1). Table 1 Factors effecting the relationships between the community organization council and the local administrative organization.

Factors effecting the relationships x S.D. Description

Personal factor 4.11 1.02 High Participation 3.95 0.97 High Local politics 4.20 0.89 High

Benefits 4.56 0.95 Highest Beliefs and culture 3.48 0.98 High

A guideline for organization management 3.40 1.00 Moderate Organization structure 3.61 0.95 High

Total 3.90 0.97 High

Discussions The relationships of the community organization council and the local administrative organization were found into 4 forms as follows: 1) Supporting relationship - the two organization helped each other in some aspects. 2) Coordination relationship - the two organizations did their tasks for community management and development focusing on the both organization participation as well as various sectors. 3) Conflict relationship - the two organizations had conflicts due to various factors which made the community was not developed. 4) Having each own life relationship - there was not talking between the two organizations which resulted in overlapped operation. This made people did not understand or confused about roles and duties of the two organizations. Based on results of the study, each local area had different forms of the relationships due to different factors effecting the relationships. These factors were benefits, local politics, personal factor, participation, organization structure, beliefs and culture, and a guideline for organization management, respectively. This conformed to a study of Buranrak (2005) which claimed that factors leading to political movement of the public sector and effected on community development arise from external factors. That was, there were needs for the problem-solving in organization structure due to the problem arised form the government policies leading to environmental problems. This include internal factors i.e. community culture on resource assembly, and the structure of political opportunities. It was found that movement was diverse which reflected outcomes of the movement in the forms of data interaction, knowledge and values. In fact, problems of the political movement process of the public sector arised form internal factors i.e. 1) the process still lacked of strong leaders and member as well as diversity; 2) an idea leading to the process occurrence as well as clear goals for the operation; 3) managerial administration. For problems arised for external factors it comprised the following: 1) political situations (power center) which focused on democracy representatives and party system for democracy development leading to the hindrance of political process; 2) problems in


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power structure of the Thai society; 3) problems in doing tasks of representative democracy which had no power to participate in the public politics; 4) anti-group had the movement process to act against; and 5) mass media were responsiveness to data at a local level only. Meanwhile, if there are needs for coordination between the two organizations for community development, people in the community must be a neutral sector for steering and coordinating for community development. Besides, it must have a guideline or an agreement for the determination of mutual community development and conflict reduction. This conformed to a study of Puangngam (2005) which stated that the local administrative organization must conduct brain storming based on knowledge and competency of people in the community for a sense of belonging in community development focusing on dependence on one another. That was, they must be encouraged to participated in community activities e.g. management, preparation of community development plans and monitoring.

Suggestions 1. It should begin with understanding of the two organizations by preparing an agreement for community development on the basis of mutual development. This was because of the following: various forms of the relationship depending on factors and environmental context of each local area. That is, there were good relationships in some local areas but not good relationships in other areas. 2. The local administrative organization as an organization of the government sector should support the community organization council to participate in community development more than ever. This was in terms of knowledge, budgets, and management coordination without any condition. Besides, it must not interrupt the process of potential development of the community organization council. 3. The local administrative organization should improve management policies to be consistent with the policy on local resources management. This helps the community be able to carry out development activities and re sources management effectively. Suggestion for Further Studies 1. This study is an investigation of factors effecting the relationships between the community organization council and the local administrative organization conducted in Chiang Mai province. Thus, further studies should be conducted in other province in order to be at a national level. 2. It should have an investigation and existing competency development of the community organization council in order to enhance effective work performance of the community organization council and be responsive to needs of people I the community.


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References Buranrak, W. 2005. Political movement process of the public sector: a case study of the environmental conservation

group, Udonthani province. Unpublished thesis, Chiangmai University. Certo, S. C. and Certo, S.T. 2006. Modern Management. 10th ed. New Jersey: Pearson Prentice Hall. Easton, D. 1953. The Political System. New York: Knopf. Meechai, T. 2007. Local governing - village and the community: building democracy basis. Bangkok: Phra Pokklao

Institute. Panyadee, C. 2010. Identity and identity building of the local administrative organization as the local governing

organization. Chiangmai: A project of the School of Administrative Studies, Maejo University. Puangagam, K. 2004. Thai local governing: principles and dimension in the future. Bangkok: Winyuchon. Puangngam, K. and Chotchung. P. 1996. What, Why, How? - local administrative organization: democracy of people

in rural areas. Bangkok: Borpit Printing.

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