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(Originally published by The Governance Institute in September 2016.) 

Today, a sizable proportion of healthcare delivery in the U.S. remains in the hands of independent hospitals and health systems governed by community-based boards—i.e. community-based systems of care not owned or controlled by large, multi-state conglomerates (public or private).

Community boards rely upon their CEO as the principal link between governance decisions and execution of those decisions. CEO hiring and performance oversight is the responsibility of the board, along with other roles and accountabilities that necessarily come with the responsibilities of a “fiduciary.”

The balance of this article asserts and defends the position that boards too often fail their CEOs—an unintentional occurrence that is avoidable. This is framed as 10 observations to use as a guide for discussions between a community health system board and its CEO.

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