DEVELOPING YOUNG FARMERS TO TAKE ON THE ROLE OF COMMUNITY LEADERS IN THE UPPER NORTHERN REGION: A CASE STUDY OF RETURN HOMELAND VOLUNTEER PROJECT

Abstract

The objectives of this study were 1) to study the process of developing the potential of the young farmers to take on the role of community leaders in the upper northern region and 2) to study the success factors of the young farmers to be community leaders in the upper northern region in a case study of the return homeland volunteer project. The qualitative research was to study the case study of the sample group, who provided the important information consisted of 1) young farmers who were the leaders of the community 20 persons, (formal leaders ten persons, and informal leaders ten persons); 2) young farmers' families 20 persons; 3) people in community 20 persons and 4) project staff three persons. There was a total of 63 participated in this research. The researcher took purposive sampling as a method of sampling. The instruments were participant observation, focus group discussion, and in-depth interview. The obtained data were analyzed by using content analysis. The validity of the data was examined by using the triangulation method.
The results of the study revealed that 1) the process of developing the potential of the young farmers to be leaders of the community, consists of 1.1) the selection of young farmers or young generations who are interested in returning to homeland; 1.2) promoting and supporting learning factors; 1.3) providing a principle of idea on the role of homeland volunteer; 1.4) creating a young generation of people in the community area and 1.5) creating important perspectives in understanding organic agriculture. 2) To study the success factors of the young farmers to be community leaders in the upper northern region, consists of 2.1) the leadership characteristics of young farmers; 2.2) a high concept or paradigm for community development; 2.3) creating the group and developing young farmers in community; 2.4) participating operations with outside agencies in the community; 2.5) creating a collaborative learning process and communication in the community; 2.6) the Operations focused on organic agriculture and maintained natural resources in the community and 2.7) getting support from family to work in the community.