This study examined how Local Workforce Development Boards (LWDBs) align operational indicators with behavioral characteristics of effective nonprofit boards and how such alignment affects LWDB effectiveness under WIOA. Using an interpretative phenomenological analysis (IPA) design, the study purposively sampled 15–20 current or recent members from Metro Atlanta’s Region 3. Data was gathered via semistructured interviews, focus groups, and observations, with instruments adapted from prior governance research. Analysis followed IPA procedures—immersion, exploratory noting, emergent theme development, and cross-case clustering—revealing how collaboration, decision-making, and accountability intersect with attendance, resource allocation, and program outcomes. Rigor was supported through an audit trail, participant transcript checks, and triangulation. Private-sector members emphasized accountability, risk management, and performance, but noted a governance–implementation gap and constraints from WIOA and legacy processes, advocating innovation and flexible, data-informed funding. Public-sector members foregrounded procedural integrity, compliance, and statutory alignment, acknowledging training and audit gaps while valuing governance for continuity and legitimacy.
| Date of Award | Jan 1 2025 |
|---|
| Original language | English |
|---|
| Supervisor | David Weintraub (Supervisor), Katrina Pann (Advisor) & Kimberly Durham (Advisor) |
|---|