Lawrence Prybil

University of Kentucky, Lexington, Kentucky, United States

Are you Lawrence Prybil?

Claim your profile

Publications (34)8.5 Total impact

  • [Show abstract] [Hide abstract]
    ABSTRACT: Recognition of the complex nature of modern health care delivery has led to interest in investigating the ways in which various factors, including governance structures and practices, influence health care quality. In this study, the chief executive officers (CEOs) of US academic medical centers were surveyed to elicit their perceptions of board structures, activities, and attitudes reflecting 6 widely identified governance best practices; the relationship between use of these practices and organizational performance, based on the University HealthSystem Consortium's Quality & Accountability rankings, was assessed. High-performing hospitals showed greater use of all 6 practices, but the strongest evidence supported a focus on board member education and development, the rigorous use of performance measures to guide quality improvement, and systematic board self-assessment processes. All hospitals, even those with the highest quality ratings, had major gaps in their use of best practices for CEO and board assessments. These findings can serve as the basis for developing sound board improvement plans.
    American Journal of Medical Quality 08/2014; DOI:10.1177/1062860614547260 · 1.25 Impact Factor
  • Lawrence D. Prybil · Melanie C. Dreher · Connie R. Curran
    [Show abstract] [Hide abstract]
    ABSTRACT: Nearly 18% of the United States' gross national product presently is devoted to healthcare, and for many years, the rate of growth has exceeded other sectors of our nation's economy. However, landmark studies by the Institute of Medicine, the Commonwealth Fund, and other organizations have demonstrated that—despite our large investment of resources in healthcare—the United States lags behind other industrialized countries on multiple metrics of population health such as infant mortality and life expectancy.1 Moreover, there is strong evidence of disparities around our country in access, cost, and quality of healthcare services.2
    Nurse Leader 08/2014; 12(4):48–52. DOI:10.1016/j.mnl.2014.05.011
  • John R Combes · Mary K Totten · Lawrence D Prybil
    Healthcare executive 05/2014; 29(3):76, 78.
  • Lawrence Prybil · Rex Killian
    Health progress (Saint Louis, Mo.) 08/2013; 94(4):90-4.
  • Lawrence D Prybil · David R Bardach · David W Fardo
    [Show abstract] [Hide abstract]
    ABSTRACT: In hospitals and health systems, ensuring that organizational standards for patient care quality are adopted and that processes for monitoring and improving clinical services are in place are among governing boards' most important duties. A recent study examined board oversight of patient care quality in 14 of the country's 15 largest private nonprofit health systems. The findings show that 13 of the 14 boards have standing committees with oversight responsibility for patient quality and safety within their system; 11 of the 14 system boards formally adopt systemwide quality measures and standards; and all 14 regularly receive written reports on systemwide and hospital performance. In recent months, most of these boards had adopted action plans directed at improving their system's performance with respect to patient care quality.
    American Journal of Medical Quality 05/2013; 29(1). DOI:10.1177/1062860613485407 · 1.25 Impact Factor
  • Angela Carman · Lawrence Prybil · Mary K Totten
    [Show abstract] [Hide abstract]
    ABSTRACT: Hospitals and public health departments share the same goals.
    Trustee: the journal for hospital governing boards 05/2013; 66(5):26-7, 1.
  • Kathryn J McDonagh · Lawrence Prybil · Mary K Totten
    Trustee: the journal for hospital governing boards 04/2013; 66(4):15-8.
  • Lawrence D Prybil
    Journal of nursing care quality 04/2013; 28(2):103-7. DOI:10.1097/NCQ.0b013e31827efb8b · 1.39 Impact Factor
  • Mary K Totten · Lawrence Prybil
    Trustee: the journal for hospital governing boards 01/2012; 65(1):15-8.
  • [Show abstract] [Hide abstract]
    ABSTRACT: Maximizing the impact of the Local Board of Health provides a key ingredient to maximizing health department functions and thus maximizing the health of the community. However, Local Boards of Health currently have few methods which provide concise guidance as to the appropriate work of the board and how best to accomplish that work. In contrast, hospitals and healthcare systems have long recognized the importance of high functioning boards and thus have proven methods for board development and improvement. This study combines guidance found in the Local Public Health Governance Performance Assessment Instrument from the National Public Health Performance Standards Program (NPHPSP) and the Administrative Capacity and Governance Standards, from the Public Health Accreditation Board (PHAB) with proven methods for board of director development and improvement, currently utilized by hospitals and healthcare systems. The combination of these sources resulted in the development of a local board of health self-assessment instrument. The self-assessment instrument has been piloted among a select group of local health department directors and the chairs of local health departments. Insights received from the piloting process have helped to refine the self-assessment instrument and improve the process of evaluating what the board does, how the work is done and the process of leading the board toward performance improvement initiatives.
    138st APHA Annual Meeting and Exposition 2010; 11/2010
  • [Show abstract] [Hide abstract]
    ABSTRACT: In hospitals and health systems, ensuring that standards for the quality of patient care are established and continuous improvement processes are in place are among the board's most fundamental responsibilities. A recent survey has examined governance oversight of patient care quality at 123 nonprofit community health systems and compared their practices with current benchmarks of good governance. The findings show that 88% of the boards have established standing committees on patient quality and safety, nearly all chief executive officers' performance expectations now include targets related to patient quality and safety, and 96% of the boards regularly receive formal written reports regarding their organizations' performance in relation to quality measures and standards. However, there continue to be gaps between present reality and current benchmarks of good governance in several areas. These gaps are somewhat greater for independent systems than for those affiliated with a larger parent organization.
    American Journal of Medical Quality 12/2009; 25(1):34-41. DOI:10.1177/1062860609352804 · 1.25 Impact Factor
  • Lawrence D Prybil
    Journal of nursing care quality 01/2009; 24(1):5-9. DOI:10.1097/NCQ.0b013e31818f55b4 · 1.39 Impact Factor
  • Lawrence Prybil
    Journal of nursing care quality 09/2008; DOI:10.1097/01.NCQ.0000335108.82138.4c · 1.39 Impact Factor
  • Lawrence Prybil
    [Show abstract] [Hide abstract]
    ABSTRACT: You have a board culture whether you know it or not. Every board creates a governance culture--a pattern of beliefs, traditions and practices-that prevails at meetings. Some work well; others get in the way.
    Trustee: the journal for hospital governing boards 07/2008; 61(6):16-8, 23-4, 1.
  • Lawrence D Prybil
    Journal of nursing care quality 01/2007; 22(1):1-3. DOI:10.1097/00001786-200701000-00001 · 1.39 Impact Factor
  • Lawrence Prybil · Mary Charlton · Peter Roberts
    [Show abstract] [Hide abstract]
    ABSTRACT: Wellmark Blue Cross-Blue Shield and the University of Iowa College of Public Health share a strong commitment to improving the health of communities they serve in Iowa and South Dakota. Beginning in 2002, these organizations forged an innovative partnership through which they annually select several collaborative projects that are congruent with their respective missions and address clearly defined needs. The outcomes of their joint efforts toward the partnership's goals are formally assessed on an annual basis. This cooperative arrangement has proven to be workable and beneficial, and may have applications in other settings.
    Inquiry: a journal of medical care organization, provision and financing 12/2006; 43(4):309-14. DOI:10.5034/inquiryjrnl_43.4.309 · 0.55 Impact Factor
  • Lawrence D Prybil
    [Show abstract] [Hide abstract]
    ABSTRACT: At the national, state, and community levels of American society, there is a growing cry for more accountability and better performance by the governing boards of business firms, institutions of higher learning, and health care organizations. A recently completed study has examined selected aspects of governance in a set of high-performing nonprofit hospitals versus hospitals that are similar in several respects but whose performance is midrange. This article discusses the findings with respect to the boards' size, composition, and culture.
    American Journal of Medical Quality 07/2006; 21(4):224-9. DOI:10.1177/1062860606289628 · 1.25 Impact Factor
  • Lawrence D Prybil
    [Show abstract] [Hide abstract]
    ABSTRACT: High-performing boards in all business sectors share many common traits: ongoing development; efficient, prioritized agendas; and solid structure and processes. Most important of all, however, is strong support from the top.
    Trustee: the journal for hospital governing boards 04/2006; 59(3):20-3, 1.
  • Source
    Jeptha W Dalston · Lawrence D Prybil · Howard Berman · John S Lloyd
    [Show abstract] [Hide abstract]
    ABSTRACT: Recognizing the considerable changes occurring over recent years in health care, the Accrediting Commission on Education for Health Services Administration (ACEHSA) sought to remake itself to become a more vital participant in the field. This article reports the rationale, objectives, and process pursued by ACEHSA as it underwent this transformation and adopted a new name: Commission on Accreditation of Healthcare Management Education (CAHME). This paper features the planning document adopted to lead CAHME through the future. It also highlights actions taken to date and subsequent steps planned.
    Inquiry: a journal of medical care organization, provision and financing 12/2005; 42(4):320-34. DOI:10.5034/inquiryjrnl_42.4.320 · 0.55 Impact Factor
  • The Journal of health administration education 02/2004; 21(2):121-66.