1. Eldenburg 2. Public 3. Autonomous 4. Private

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36 و ش ج س ورایاسلا ی 1. Evans R, Stoddart G. Producing health, consuming health care. Soc Sci Med. 1990; 31: Upshur RE, Moineddin R, Crighton E, Kiefer L, Mamdani M. Simplicity within complexity: Seasonality and predictability of hospital admissions in the province of Ontario , apopulation-based analysis. BMC Health Services Research. 2005;5(13) :..3 : : Dooley K. Organizational Complexity, International Encyclopedia of Business and Management. London: Thompson Learning; :(3)4; ; :(8 4) 9. Eldenburg L, Krishnan R. Public versus private governance: a study of incentives and operational performance. Journal of Accounting and Economics. 2003;35(3): :(41 4)41; Lee, S.-Y.D., Alexander, J A., Wang, V., Margolin, F. S. and Combes, J. R., An Empirical Taxonomy of Hospital Governing Board Roles. Health Services Research, 2008, 43: Siciliano JI. The relationship of board member diversity to organizational performance Journal of Business Ethics. 1996;15(12): Eldenburg L, Hermalin BE, Weisbach MS, Wosinska M. Governance, performance objectives and organizational form: evidence from hospitals. Journal of Corporate Finance. 2004;10(4): Carol M, Michael H, Jerry G. The effects of CEO-board relations on hospital performance. Health Care Management Review. 1997;22(3): Kathryn JM, Richard JU. Hospital Governing Boards: A Study of Their Effectiveness in Relation to Organizational Performance. Journal of Healthcare Management. 2006;51(6): Young G, Beekun RI, Ginn GO. Governing Board Structure, Business Strategy, and

37 Performance of Acute Care Hospitals: A Contingency Perspective. Health Services Research. 1992;27(4): McDonagh KJ. Hospital governing boards: Study of the factors that measure governing board performance and the relationship to organizational performance in hospitals [ ]. United States -- California: Touro University International; Kane NM, Clark JR, Rivenson HL. The internal processes and behavioral dynamics of hospital boards: An exploration of differences between high- and low-performing hospitals. Health Care Manage Rev. 2009;34(1): Molinari C, Hendryx M, Goodstein J. The Effects of CEO-Board Relations on Hospital Performance. [Article]. Health Care Management Review Summer. 1997;22(3): Molinari C, Morlock L, Alexander J, Lyles CA. Hospital Board Effectiveness: Relationships Between Board Training and Hospital Financial Viability. Health Care Management Review. 1992;17(3): Molinari C, Morlock L, Alexander JA, Lyles CA. Hospital board effectiveness: Relationships between governing board composition and hospital financial viability. Health Services Research. 1993;28(3): Jiang HP, Lockee C, Bass KF, Fraser IP, Kiely RF. Board Engagement in Quality: Findings of a Survey of Hospital and System Leaders/PRACTITIONER APPLICATION. Journal of Healthcare Management. 2008;53(2): Kan SG. A Call for Board Leadership on Quality in Hospitals. Quality Management in Health Care. 2005;14(1): Cardinaels E. Governance in non-for-profit hospitals: Effects of board members' remuneration and expertise on CEO compensation. Health Policy. 2009;93(1): Rivkin S, Seitel F. The Board's Role in Managing a Crisis. Trustee. 2010;63(5): Shadi SS, Thomas V, James ER, Todd L. The effect of governing board composition on rural hospitals' involvement in provider-sponsored managed care organizations / Practitioner application. Journal of Healthcare Management. 2002;47(5):321. : Available from: ;[cited 2010 Jul 05] : : «24».1376 : Ritchie D. Management of health system reform: a view of changes within New Zealand. Health Serv Manage Res. 1998; 11(3):

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The Council would like to know if you think it should provide this ongoing support to the Hawera Cinema 2 Trust.

The Council would like to know if you think it should provide this ongoing support to the Hawera Cinema 2 Trust. Page 1 of 8 Introduction In March 2007 the South Taranaki District Council (the Council) purchased the Hawera Cinema 2 (the Cinema) complex for $1 million to keep the facility operating. The Council of