Lawrence Prybil

University of Kentucky, Lexington, Kentucky, United States

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Publications (34)7.67 Total impact

  • John R Combes, Mary K Totten, Lawrence D Prybil
    Healthcare executive. 05/2014; 29(3):76, 78.
  • Angela Carman, Lawrence Prybil, Mary K Totten
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    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.
  • Mary K Totten, Lawrence Prybil
    Trustee: the journal for hospital governing boards 01/2012; 65(1):15-8.
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    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
  • Lawrence Prybil
    Journal of nursing care quality 09/2008; · 0.77 Impact Factor
  • Lawrence Prybil
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    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. · 0.77 Impact Factor
  • Lawrence Prybil, Mary Charlton, Peter Roberts
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    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. · 0.84 Impact Factor
  • Lawrence D Prybil
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    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.
  • Lawrence D Prybil
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    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 01/2006; 21(4):224-9. · 1.47 Impact Factor
  • Source
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    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. · 0.84 Impact Factor
  • The Journal of health administration education 02/2004; 21(2):121-66.
  • L D Prybil
    The Journal of health administration education 02/2001; 19(2):253-61.
  • D Stringfield, L Prybil, J Tighe
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    ABSTRACT: Middle Tennessee Medical Center (MTMC) is a not-for-profit community hospital located in Murfreesboro, Tennessee. Eleven years ago, a large investor-owned hospital company presented the institution's board of trustees with a purchase offer. As an alternative, two church-related institutions in Nashville--Baptist Hospital and Saint Thomas Hospital, which is part of the Daughters of Charity National Health System--presented the board of trustees with a plan whereby a new not-for-profit holding company sponsored jointly by Baptist Hospital and Saint Thomas Hospital would become the corporate member of Middle Tennessee Medical Center. Funds contributed by Baptist and Saint Thomas Hospitals would be infused into the Christy-Houston Foundation, a not-for-profit entity devoted to identifying and serving community needs in Murfreesboro and the surrounding area. Their proposal was accepted, and the two church-related institutions became partners in jointly sponsoring and governing an important not-for-profit healthcare institution in central Tennessee. In 1996, The Lewin Group, a healthcare consulting firm based in Fairfax, Virginia, was commissioned by Baptist Hospital, Saint Thomas Hospital, and Daughters of Charity National Health System to conduct a retrospective assessment of the progress of this jointly sponsored ministry in relation to the original vision and goals. Historical and operational data were analyzed, and interviews were conducted with 24 people who were directly involved in conceiving, developing, or implementing this ministry. This article summarizes the principal findings and conclusions of this ten-year assessment.
    Hospital & health services administration 02/1997; 42(4):473-88.
  • L D Prybil
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    ABSTRACT: The traditional functions of the hospital board are affected significantly when the institution is part of a multiunit system. The local board in multiunit systems often does not have the unrestricted ability to define its mission and goals and typically does not have total responsibility and authority for selecting, appointing, and evaluating the performance of the hospital's CEO. Some type of system-level involvement in shaping and/or approving the local institution's strategic plan and budget is common. Local boards generally have retained the principal role in the appointment and credentialing of medical staff members. In general, the continuing growth of multiunit systems has profound implications for the present and future role of local-level governance, but that role continues to have great importance and must be defined carefully.
    Hospital & health services administration 02/1991; 36(1):3-12.
  • L D Prybil
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    ABSTRACT: By the mid-1980s, the structure of governing boards and the nature of hospital governance are likely to be considerably different from what they are today. Trends such as the development of multiple-unit systems and the growing authority of regulatory agencies will result in smaller and more professionalized boards with stricter requirements and standards of conduct.
    Trustee: the journal for hospital governing boards 02/1980; 33(1):31-2, 36.
  • L D Prybil
    Hospital & health services administration 02/1980; 25(4):80-102.
  • L D Prybil
    Trustee: the journal for hospital governing boards 05/1977; 30(4):43-5.
  • L D Prybil
    Trustee: the journal for hospital governing boards 05/1976; 29(4):20, 22-3.