NHPCO’s 29th Management and Leadership Conference (MLC) will celebrate hospice palliative care’s 40 year legacy of “leading and mobilizing social change for improved care at the end of life.” Significant progress has been made: hospice palliative care is a highly recognized and respected field of practice that has had a profound impact upon individuals, families, communities and the world. People reaching the end of life are no longer completely ignored, and are rarely shielded from view and attention. The field’s holistic, compassionate, interdisciplinary approach to care at the end of life has moved upstream and is being incorporated into many healthcare arenas; there is much to celebrate
Yet, there is much to do. The hospice palliative care field must improve the quality of care that is delivered through the provision of evidence-based practice, ensure integrity and compliance, prepare for payment reform, increase efficiencies, develop partnerships with other healthcare providers to expand the continuum of care and continue advocacy for those at the end of life and their families. This is no time to "rest on our laurels!"
Join thought leaders, innovators, hospice palliative care leaders, providers, industry stakeholders and other healthcare entities that are both part of the legacy of the past and leading into the future for NHPCO’s 2014 Management and Leadership Conference. The 29th MLC will equip participants with innovative ideas, strategies and tools to continue a legacy of leading and mobilizing social change, improving quality and ensuring integrity; the field’s enduring challenge.
NHPCO’s 2014 Management and Leadership Conference will provide opportunities for faculty and participants to reach these objectives:
Join us in celebrating the legacy of hospice palliative care and creating the future of hospice palliative care by submitting a presentation proposal for the 2014 Management and Leadership Conference. Hospice and health system leaders from across the country will gather just outside Washington, DC to ensure they have the competencies and tools to lead their organizations into the future. To achieve this goal, presentations at this conference must address one or more of the conference objectives listed above. Almost 50% of participants who attended the 2013 MLC had more than 11 years of professional experience in the hospice palliative care field. As such, NHPCO recommends that proposals be geared toward the proficient (intermediate) and/or expert (advanced) levels for seasoned hospice palliative care executives and leaders; preference will be given to these proposals. A description of proficient and advanced level proposals can be found under Levels of Presentations (below).
NHPCO invites you to increase your visibility and recognition as a leader in the care continuum and contribute to the advancement of the hospice and palliative care field by submitting a proposal that highlights your innovative work and best practices.
Leadership and management at all levels of hospice palliative care 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.
Concurrent presentations are selected through this Call for Proposals. Preference is given to those with leadership experience and national, regional or state presentation experience. A detailed description of each faculty member’s education, qualifications, familiarity with the audience and presentation experience is required.
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.
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.
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.
In order to achieve a balanced conference program, NHPCO will determine the day and time at which sessions are scheduled. Faculty must be able to speak on the day assigned. Concurrent sessions scheduled on March 27 – 29, 2014 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.
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
Innovative strategies to improve access
Inclusiveness and diversity
Meeting the unique challenges of small not-for-profit providers
Promoting 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
Team leadership and ethical dilemmas
Training paradigms for ethics committees
|Executive Leadership||Best practices in executive leadership
Building collaborative community relationships
Continual 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.)
Restructuring for efficiency
|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
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, ZPICs, MICs, and other audit contractors
|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.
Disclosure for each faculty
A 2-3 sentence description of the session (to enable attendees to determine their interest in attending)
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.
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:
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.
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.
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.
NHPCO provides laptop computers and standard audio-visual equipment for all presentations. Additional information will be provided on the Faculty website.
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 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.
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.
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.
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