Developing the Potential of Community Enterprise Groups to Enhance Economic Opportunities in Supporting an Aging Society in the Border Area of Surin Province
Abstract
Background and Aim: Enhancing the potential and capacity of community enterprise groups to improve their operations is essential for promoting better well-being and increasing social resilience among the elderly in the community. This, in turn, supports the development of strong communities that drive community development, create economic opportunities through local support, and generate jobs. This leads to the goal of the study, which is to determine how community entrepreneurship groups can boost economic prospects to help the aging population in Surin Province's border region.
Materials and Methods: The study employed a qualitative research methodology that included document analysis and pilot studies in addition to participatory action research in the four districts of Surin Province's border region. Purposive sampling was used to choose thirty key informants, and open-ended structured interviews were used to collect data through the continuous management cycle. In-depth interviews and non-participatory observation were combined to yield the lessons learned. After 12 key informants participated in a brainstorming session to validate the consensus conclusions, the focus shifted to improving the findings for appropriateness and coming to an agreement on the efficacy of the results. To understand the situation and interpret significant findings, content analysis was employed for data analysis. Based on the results, a model and components for potential development were created using a connection mapping tool.
Results: The research findings revealed as follows: The structure of the development guidelines for enhancing the potential of community enterprise groups to increase economic opportunities and support the aging society in the border area of Surin Province, which is both appropriate and interconnected, consists of 9 components: 1) Direction - “Sustainability”; 2) Vision of the Leader - “Adherence”; 3) Membership and Participation Management - “Family”; 4) Management and Operation Planning - “Knowledge”; 5) Product Production and Management - “Distinctiveness”; 6) Marketing - “Integrating Diversity and Marketing Channels”; 7) Cost and Finance - “Resource Allocation”; 8) Knowledge and Information - “Digital Media”; 9) External Interaction - “Digital Network”.
Conclusion: The integration of elderly groups and networks, presidents and members, and staff and volunteers dedicated to elder healthcare, along with the operation and management of community enterprise groups by the framework of the development guidelines for enhancing their potential to increase economic opportunities in supporting the aging society in the Surin Province border area, is a preparation to effectively cope with the dynamic changes in the economy, society, culture, and environment, ensuring long-term successful outcomes.
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