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:

  1. Our board annually reviews its member board composition skills matrix to identify key strengths and opportunities for skill development.
  2. 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.
  3. The board actively selects learning opportunities (e.g., conferences, lectures, articles, events) aligned with health care trends impacting our organization and community.
  4. 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:

  1. Board member terms of service are structured into staggered “cohorts” to track board member tenure and ensure continuity while managing term limits effectively.
  2. 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

  1. Each board member is asked to identify two or three potential candidates suitable for nomination at least biannually.
  2. Some board candidates are recruited from the communities served, specifically including individuals who reflect the unique lived experiences of patients and families.
  3. 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.