Governance 1

Sotica’s Principal, Dr Leighton Jay was the Deputy Chair of the Board of a Community Benefit human services organisation when it began a period of sustained and rapid growth in revenue, size, diversification of service types and overall complexity. At this time, both the organisation and Board were relatively unsophisticated, with the Board operating in the manner of a traditional, small NFP Board. Leighton took a key leadership role in developing, adapting, refining and implementing a comprehensive Policy Governance framework that defined and directed the Board’s role, responsibilities, decision-making domains and actions. Once implemented, the framework was periodically reviewed and adjusted as needed as the organisation grew and changed.

Subsequent to this, he also took a lead role in developing and implementing frameworks and systems for CEO performance reviews, CEO and Executive Managers’ salary reviews, Board performance reviews, Board recruitment and Board and CEO succession planning. As a result of these efforts, the Board was able to develop and maintain high standards of governance and performance that at least kept pace with the organisation’s growing complexity and sophistication over a sustained period of time. As a result, the Board was readily able to attract and retain experienced and skilled Directors and leadership transitions within the Board and the organisation’s senior leadership team were well-managed events.