Call for Papers

28th Management and Leadership Conference

Preconference Seminars: April 23 - 24, 2013

Main Conference: April 25 - 27, 2013

Gaylord National Resort and Convention Center

Begin a submission to the following:

Steps and Instructions:

1. Presentation Type

   60-minute concurrent session or 90-minute workshop

2. Enter Title/Overview

   • A title for the presentation that informs the reviewer of the subject matter
   • Submitter's e-mail address
   • Presentation level (novice, proficient or expert)
   • Area of emphasis

3. Enter Faculty

   • A completed "Faculty Profile" for each faculty member, which includes:
     • Current position
     • Current contact information with email address
     • Highest degree earned and institutions attended
     • Experience

   Disclosure for each faculty

4. Objectives, Strategies, Gaps and References

   A 2-3 sentence description of the session (to enable attendees to determine their interest in attending)

   • Three measurable learning objectives (written from the perspective of what participants will learn rather than what faculty will teach);
   • Identification of teaching strategies
   • Description of what gap in knowledge, practice or outcomes underlies the need for this session, i.e., What do participants need to change or improve
   • Three or more content references (professional publications, books and/or research from the past 5 years) that support and document the evidence-base or content validity of the proposal

5. Confirmation

   You will have a chance to look over the submission to make sure all is complete.

6. Target Audience

   Leadership and management at all levels of hospice, palliative and the continuum of care will comprise the audience for this conference, including presidents and CEOs, administrators, directors, clinical managers, finance and development managers/coordinators, quality and performance improvement professionals, regulatory and compliance officers, marketing and public relations managers, educators, researchers and others working in a leadership role to promote timely access to quality care for those with life-limiting illnesses and their families.

   Over 60% of participants attending the 2012 MLC had more than 11 years of professional experience in the hospice and palliative care field. As such, NHPCO recommends that proposals are geared toward the proficient (intermediate) and/or expert (advanced) levels.

7. Selection of Conference Faculty

   NHPCO seeks proposals from a wide variety of professionals in the care continuum, end-of-life care and management and leadership fields; we encourage you to share this invitation with other innovators beyond hospice and palliative care to submit a proposal for consideration. Where programs are direct providers of hospice and palliative care, preference is given to members of NHPCO.

   Preconference and Plenary faculty are invited by NHPCO staff and are not selected via this Call for Proposals.

8. Types of Presentations

   The MLC 2013 Conference Planning Committee is seeking proposals in the following categories:

   • Workshops: 90 minute interactive sessions that demonstrate participant involvement in the learning experience. Workshops present in-depth exploration and application of a topic. A very limited number of 90 minute sessions will be included in this conference.
   • Concurrent Sessions: 60 minute presentations that provide time for questions/answers. Concurrent sessions provide brief overviews, present findings with application suggestions, review regulatory changes, highlight industry trends and showcase best practices.

9. Disclosure of Relevant Financial Relationships with Commercial Companies

   NHPCO programs are noncommercial. NHPCO endorses the Standards of the Accreditation Council for Continuing Medical Education (ACCME), which specifies that sponsors (i.e. NHPCO) of continuing medical education/continuing education activities disclose all relevant financial relationships * faculty have with commercial interests * and whose products or services are discussed in educational presentations.

   NHPCO has implemented a process where everyone who is in a position to control the content of an educational activity must disclose all relevant financial relationships they have with any commercial interest. (This includes NHPCO, as we disclose all educational grants we receive for our conferences, for example, to attendees.) If it is determined that a conflict of interest * exists as a result of a relevant financial relationship faculty has, NHPCO will work with the faculty to resolve the conflict prior to the conference. Any faculty who refuse to disclose relevant financial relationships will be disqualified from presenting at this conference.

   Under no circumstances should NHPCO's national conference be used as a place for promotion of a faculty member's product, service or monetary self-interest. NHPCO takes the responsibility for ensuring that conferences are free from commercial bias very seriously, and may decline all future proposals from any faculty that does not abide by this policy.

   * See below for a glossary of terms.

10. Presentation Expectations

    All presentations at NHPCO conferences must adhere to ACCME's Content Validation Value Statements. Specifically, all suggestions or recommendations involving clinical medicine and practice must be based upon evidence that is accepted within the medical profession.

    In addition, all scientific research referred to, reported or used in a conference session must conform to the generally accepted standards of experimental design, data collection and analysis.

    NHPCO faculty is expected to refrain from overt statements, harsh language or pointed humor that disparages the rightful dignity and social equity of any individual or group.

11. Conference Schedule

    In order to achieve a balanced conference program, NHPCO will determine the day and time sessions are scheduled. Faculty must be able to speak on the day assigned. Concurrent sessions scheduled on April 25 � 27, 2013 will be 60 or 90 minutes in length. NHPCO reserves the right to change the length of any session. If this occurs, faculty will be notified and asked to adjust their objectives and content accordingly.

12. Areas of Emphasis and Topic Ideas

    You will be asked to select one of the Areas of Emphasis identified below when submitting your proposal. The list of topic ideas, however, is a partial list meant to stimulate your thinking. The Conference Planning Committee is particularly interested in proposals that address the conference theme and objectives from individual, organizational, community, state, regional or national perspectives.

    You will be asked to select one of the Areas of Emphasis identified below when submitting your proposal. The list of topic ideas, however, is not exclusive; it is meant to stimulate your thinking. The Conference Planning Committee is particularly interested in proposals that address the conference theme from individual, organizational, community, state, regional or national perspectives.

    Area of Emphasis	Examples of Topic Ideas
    Access, Community Engagement and Marketing	Business development opportunities Collaborating with universities and nursing schools to develop and mentor future hospice professionals Communicating continuum of care services Crisis communication Innovative strategies to improve access Inclusiveness and diversity Meeting the unique challenges of small not-for-profit providersPromoting consumer referrals Standing out from the competition Strategic marketing and brand development and promotion
    Advanced Operational Innovations	Advantages/disadvantages of using a Pharmacy Benefit Manager (PBM) in hospice Business models for new program development (adult day care, pediatric palliative care, etc.) "Green" strategies to save money and the planet Leveraging technology to enhance operations and service delivery (tele-health, smart phones, social networking, etc) Plans for catastrophic occurrences (pandemic flu, hurricane, bioterrorism, etc) Programmatic models for partnering and collaboration
    Ethics	Ethical challenges in competitive environments Organizational ethics Team leadership and ethical dilemmas Training paradigms for ethics committees
    Executive Leadership	Best practices in executive leadership Building collaborative community relationships Continuous leadership development for seasoned executives Creating a culture of excellence Developing and leading successful boards Empowering board advocates Executive development for new executives Integrating Business and Clinical Practice Leading staff through change Managing Team Conflict Mentoring your staff Optimizing board functionality Succession planning for the leadership team Transitioning clinicians into executive leadership and administrative roles
    Financial Stewardship and Accountability	Business plan development Creating new streams of revenue Developing contingency budgets Diversifying Reimbursement Sources Finance for non-financial managers Harnessing the financial benefits of volunteers Managing CAP issues Managing rising costs (fuel, staff, supplies, medication, etc.) RAC management Restructuring for efficiency Physician billing
    Fund Development	Developing and running successful foundations Funding advocacy efforts Organizing successful fund development events Successful financial campaigns
    Innovative Service Delivery Models	Collaborating with health insurance plans and health systems Creating, supporting and utilizing creative approaches to care Developing collaborative partnerships with care partners and payors Expanding access to Veterans Facility-based hospice and palliative care best practices How to start a PACE, adult day or nursing home diversion program Innovative system or program designs that enhance clinical excellence and outcomes Innovative system re-engineering or restructuring New approaches and strategies that demonstrate "out of the box" program design and implementation Organizational design with demonstrated outcomes Palliative care and other continuum of care program models Partnering with Accountable Care Organizations (ACOs) Pediatric palliative care programs Technology advances to facilitate optimal care
    Organizational Excellence	Addressing the technology gap in the intergenerational workforce Balancing sound business strategies with care/compassionate service Creating a culture of service excellence Creating high-functioning leadership teams Effective change management Engaging staff and board in strategic planning Ensuring service excellence Exceptional project management Living your hospice values
    Public Policy and Advocacy	Engaging policymakers in national, state and community efforts Grassroots advocacy to influence public policy Impact of national healthcare reform efforts on the field Mobilizing stakeholders to participate in public policy efforts Successful advocacy efforts with local, state and national leaders Understanding the public policy and regulatory processes
    Quality Assessment, Performance Improvement, Benchmarking	Benchmarking for improvement in processes and practices Creating and demonstrating successful outcomes Demonstrated outcomes in performance improvement Evaluating needs for benchmarking services Improvements in team leadership and management Preparing for mandatory quality reporting requirements QAPI program development and successes "Real-life" quality improvement success models Tracking/reporting staff visits
    Regulatory Issues	ADR's Continuum of care regulatory issues Documentation to support GIP and continuous eligibility Managing the CAP Meeting regulatory requirements Medicare and Medicaid fraud and abuse issues Physician and nurse practitioner billing RAC's
    Team Management and Leadership	Coaching and development to support organizational sustainability Creating peer accountability on teams Demonstrated successes in team leadership Ensuring the provision of patient/family centered care Fostering an environment of continuous learning Interdisciplinary best practices Interdisciplinary team leadership models and successes Maximizing team performance
    Workforce Excellence	Creative solutions to workforce issues Defining, developing and integrating new professional roles (such as nurse practitioner, complementary therapies, etc.) Developing and implementing succession planning strategies Energizing and motivating long-tenured staff Innovative HR practices and development opportunities Leadership and skills training for developing managers Leading a diverse and multi-generational workforce Professional development through educational efforts Recruitment, retention and evaluation successes Staff evaluation and review models Successful models of orientation (for staff and/or boards) Work-life balance strategies

    Presentations should demonstrate measurable impact and results. Your emphasis should be on the application of the concept or solution presented using simulations, exercises, and tools that enhance the learning experience. Feedback received from previous conferences indicates that attendees are looking for "real-world" examples of what works and "how-to" suggestions to implement new ideas and programs.

13. Proposal Review, Selection and Notification Process

    NHPCO's proposal review process is conducted by members of the Conference Planning Committee, which ensures a rigorous review of every proposal. This Committee is comprised of hospice and palliative care professionals from NHPCO's Professional Education Committee, National Council of Hospice and Palliative Professionals (NCHPP), Council of States, NHPCO committees and other education, hospice and palliative care professionals with demonstrated successes in management and leadership.

    Proposals are reviewed carefully based on the following criteria:

    • Topic is innovative, relevant and/or related to management and leadership in hospice and palliative care and related to the conference theme, objectives and goals;
    • Time allocation and presentation content are well organized, with an accurate presentation level;
    • Faculty has appropriate and relevant experience;
    • Learning objectives are measurable and achievable, (view sample);
    • Likelihood of significant interest, appeal, applicability in the session;
    • Quality of practical information: tools, tips, practices, etc. that attendees will be able to implement and/or utilize following the presentation;
    • Identification of relevant professional practice gaps;
    • Relevant reference information.

    The Conference Planning Committee encourages proposals from different companies and organizations representing diverse points of view. Proposals are selected on the basis of information submitted. Incomplete submissions will not be reviewed. Faculty names, session titles, and content are expected to correspond to the proposal. Any faculty substitutions, deletions, or additions must be approved by NHPCO. NHPCO reserves the right to edit accepted presentations for publication on NHPCO's website and in conference materials.

    All materials provided in conference sessions must be reviewed by NHPCO prior to the conference. As a result, deadlines for session handouts and slides are scheduled well in advance of the conference. Materials not submitted to NHPCO for review in advance may not be shown or provided in conference sessions.

    Should you be selected to speak at this NHPCO conference, we ask that you view the opportunity as an important commitment and ensure that you meet all requests and deadlines, and that you deliver the presentation as scheduled. By sharing your expertise, you make a valuable contribution to the end-of-life care field.

14. Electronic Communications

    All potential faculty who submit a proposal will receive e-mail notification of their proposal's status. Once the selection of proposals is complete, a Letter of Understanding (LOU) and other faculty information will be provided. An electronic message will be sent to all faculty whose proposals were accepted with a link to the Conference Faculty website. This website will include all deadlines and required information needed for the conference. The majority of communication with faculty is electronic.

15. Faculty Registration Discount and Expenses

    Faculty attending the full conference will receive a 25% discount on the conference registration fee (there is no registration fee for faculty not attending any other educational session or conference function.)

    In addition, NHPCO does not provide honoraria for concurrent session presentations. Faculty must cover all of their individual travel and living expenses. NHPCO does not reimburse any faculty for travel, lodging or other expenses.

16. Audio Visual Equipment

    NHPCO provides laptop computers and standard audio-visual equipment for all presentations. Additional information will be provided on the Faculty website.

17. Glossary of Terms

    Commercial Interest

    The ACCME defines a "commercial interest" as any proprietary entity producing health care goods or services, with the exemption of non-profit or government organizations and non-health care related companies.

    Financial relationships

    Financial relationships are those relationships in which the individual benefits by receiving a salary, royalty, intellectual property rights, consulting fee, honoraria, ownership interest (e.g., stocks, stock options or other ownership interest, excluding diversified mutual funds), or other financial benefit. Financial benefits are usually associated with roles such as employment, management position, independent contractor (including contracted research), consulting, speaking and teaching, membership on advisory committees or review panels, board membership, and other activities from which remuneration is received, or expected. ACCME considers relationships of the person involved in the CME activity to include financial relationships of a spouse or partner.

    Relevant financial relationships

    ACCME focuses on financial relationships with commercial interests in the 12-month period preceding the time that the individual is being asked to assume a role controlling content of the CME activity. ACCME has not set a minimal dollar amount for relationships to be significant. Inherent in any amount is the incentive to maintain or increase the value of the relationship. The ACCME defines "'relevant' financial relationships" as financial relationships in any amount occurring within the past 12 months that create a conflict of interest.

    Conflict of Interest

    Circumstances create a conflict of interest when an individual has an opportunity to affect CME content about products or services of a commercial interest with which he/she has a financial relationship.

18. Technical Support

    For help in submitting an abstract online, email Tech Support.