The article "Board of education-Symposium speakers advise on improving governance" (Feb. 17, p. 60) misstates my comments about governance at Burbank, Calif.-based UniHealth, including remarks I did not make about UniHealth's physician acquisitions and purported difficulties securing quick financing.
What I said was that in deciding to divest one hospital (not "some" as the article states), UniHealth experienced a delay in reaching consensus between its system board and the local board, and the delay was costly because the hospital's value decreased. Leaders in the investment and banking communities told UniHealth the episode illustrated that its governance structure could impede its system-building strategy, which led UniHealth to adopt a more streamlined, system-focused structure.
I have related this story as a positive example of improving governance in more than 20 presentations and two articles published in Health System Leader. My sources are two UniHealth executives who are quoted by name and personally approved the material, and I confirmed the facts with UniHealth's general counsel.
BARRY S. BADER