As in many countries today, health services across Canada are being restructured. Most jurisdictions within Canada are also restructuring and experimenting with the governance function of health-delivery organizations. However, much of this governance reorganization is being done in a vacuum. New governance models have appeared lately that defy the first principles of good corporate governance. Identifies and examines the nine principles of good organizational governance as well as the five benchmarks of excellence in governance. An example of a governance “monster” – one of the latest experiments in corporate leadership in Canadian health care – is also critiqued. Presents conclusions, lessons and warnings which all health-services managers – indeed, all public sector managers – should heed.
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