Author : Kanokrat Intaratat

Summary : This research aimed primarily to find out how communication affects interagency participation in the Sustainable Development of Royal Project in Thailand. The specific aims of this study were to: 1) describe communication that contribute effective sustainable interagency participation of Royal Project in terms of form, type, frequency, content, and structure; 2) identify level of interagency participation within and among all involved agencies in terms of information sharing, non-information resources sharing, management or project activity sharing, aim or objective setting sharing, and operational sharing; 3) determine relationship between communication and level of interagency participation; 4) identify communication and interagency participation strengths and weaknesses of Royal Project; and 5) draw up recommendations and application which can be adopted or applied in any development project. A total of 130 respondents from all involved agencies working together under Royal Project were answered the administrative questionnaire. Data were gathered by using survey research and case study method, then analyzed by using descriptive statistics through frequency counts, percentages, mean, and standard deviation. Chi-square (x2) test at 0.05 was employed to test the setting hypotheses. Findings revealed a medium level's usage of all communication forms and types as manifested through individual, group, and mass contact forms. And for communication structure, the vertical downward was mentioned most followed by horizontal, vertical upward, and network or group structure. For level of interagency participation, the findings revealed a medium level of all interagency participation as manifested through five levels under Royal Project. The Study was also showed the overall interagency participation of Royal Project, which operational sharing was highest ranked, followed by management or project activity sharing, and aim or objective setting sharing. Five levels of interagency participation as follow: a) in information sharing, to inform information sharing was first ranked, followed by to advise or consultation sharing, and information management system sharing; 2) in non-information resources sharing, the advisory or consultation sharing was first ranked, followed by manpower or personnel sharing, and fund or budget sharing; 3) in management or project activity sharing, planning sharing was first ranked, followed by operational sharing, and evaluation sharing; 4) in aim or objective setting sharing, operational sharing was first ranked followed by meeting or discussion sharing, and evaluation sharing; 5) and in operational sharing, clear vision sharing and aim or objective setting sharing were first ranked, followed by meeting or discussion sharing, and planning sharing. Moreover, three main groups of setting hypotheses was studied. Findings revealed that all significant relationships were based on working efforts as in hypotheses 3, 8, and p. The first one was the more communication frequency, the more operational sharing will happened; the second was, if communication is vertically structure, the more management or project activity sharing will achieved, and the third was, if communication is vertically structure, the more operational sharing will achieved. From all the significant relationships observation, it pointed out a dominant basis of working oreintation in interagency participation. To achieve the self-help development aims. Royal Project's development schema utilizing effective communication and interagency participation enhanced by target group involvement is expected.