TRUSTEEToolbox
BOARD COMPOSITION AND SELECTION
Assessment for a Board’s Readiness for the Future
Use this self-assessment to evaluate your board’s readiness to recruit and develop the next generation of board members and leadership. Rate each statement from 1 (Strongly Disagree) to 5 (Strongly Agree). Add up your ratings when you finish the assessment and see what your score says about your board’s recruitment readiness.
Scale: 1-Strongly Disagree 2-Disagree 3-Neutral 4-Agree 5-Strongly Agree
Anticipating the Board’s Future Needs:
- Our board annually reviews its member board composition skills matrix to identify key strengths and opportunities for skill development.
- During strategic planning sessions, the board considers how members might support new initiatives or strategic actions and proactively identifies skills and expertise needed for future recruitment priorities.
- The board actively selects learning opportunities (e.g., conferences, lectures, articles, events) aligned with health care trends impacting our organization and community.
- The profile of an ideal board candidate is regularly updated based on needed skills and expertise identified during strategic planning and other board discussions.
Planning for Succession:
- Board member terms of service are structured into staggered “cohorts” to track board member tenure and ensure continuity while managing term limits effectively.
- Board members nearing term completion are interviewed by the chair (and search firm if applicable) to discuss their contribution and identify skill gaps.
Creating a Candidate Pool
- Each board member is asked to identify two or three potential candidates suitable for nomination at least biannually.
- Some board candidates are recruited from the communities served, specifically including individuals who reflect the unique lived experiences of patients and families.
- Potential board candidates are regularly invited as guests to meetings or events to familiarize themselves with board activities and foster engagement.
Scoring:
9-20 points: Board Action Is Necessary. The board requires key actions to support seeking out new members and to prepare for the next generation of members.
21-35 points: Board Review Is Recommended. This board is making good progress, but some key areas still need attention to successfully recruit and develop the next-generation of board leadership.
36-45 points: Board Continuous Improvement Is in Place. The board is clearly already recruiting and preparing for the future. Congratulations!
Karma Bass (kbass@viahcc.com) is CEO and managing principal of Via Healthcare Consulting, Carlsbad, Calif. Maria Hernandez, Ph.D., (maria@impact4health.com) is president and COO of Impact4Health, Oakland, Calif.
Please note that the views of authors do not always reflect the views of AHA.