Date

12-19-2024

Department

Graduate School of Business

Degree

Doctor of Philosophy in Organization and Management (PhD)

Chair

Christopher Huseman

Keywords

board turnover, special districts, effective governance, public governance, strategic continuity, governance dynamics, qualitative case study, governance training, onboarding programs, continuing education, board member roles, team cohesion, governance structure, communication, relationship building, general managers, mission alignment, governance transitions, document analysis, archival data, public sector education, strategic capabilities, governance challenges, local government, governance best practices, training programs, board functionality, organizational performance

Disciplines

Leadership Studies | Public Affairs, Public Policy and Public Administration

Abstract

The turnover of publicly elected or appointed board members in Northern California’s special districts poses a significant challenge to effective governance, impacting these local governments' strategic capabilities and mission accomplishment. Despite extensive research on governance, there is a notable gap concerning the effects of turnover and the role of formal training in building effective governance teams in special districts. This qualitative multiple-case study addresses this gap by investigating the governance dynamics following board turnover, focusing on the perspectives of both board members and general managers. Employing a flexible design, the study integrates interviews, document analysis, and archival data to examine three core themes: communication and relationship building, structured onboarding and continuing education, and clear governance structures and roles. Key findings reveal that frequent turnover disrupts strategic continuity, undermines team cohesion, and challenges general managers tasked with navigating governance transitions. Structured onboarding programs and formal training to support new and experienced board members were identified as critical tools for enhancing governance team functionality, fostering trust, and mitigating the adverse effects of turnover. The study’s implications underscore the necessity of tailored training programs and institutionalized onboarding practices within special districts. By addressing these areas, agencies can better equip board members to fulfill their roles effectively, ensuring strategic alignment and sustained mission achievement. These findings contribute valuable insights to the broader discourse on public governance, offering actionable strategies for managing board member turnover in special districts. The study provides a foundation for future research to explore governance education further and develop best practices for improving board functionality and organizational performance in local government settings.

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