Call for Proposals
NHPCO's 30th Management and Leadership Conference:
The Future of End-of-Life Care

Education Programs and Preconference Seminars: April 28 - 29, 2015
Main Conference: April 30 - May 2, 2015
Gaylord National Resort and Convention Center
National Harbor, Maryland

"The best way to predict the future is to create it." Abraham Lincoln

NHPCO's 30th Management and Leadership Conference (MLC) focuses on the future - how the field will create, transform, refine and redefine hospice palliative care. Our pulse on the future tells us that the field will undergo significant shift and change; now is the time to create that future, develop the agility to thrive in it and strengthen our resolve for its excellence.

Join innovators, executives, leaders, managers, industry stakeholders and other healthcare entities that are envisioning, planning and preparing to execute the future of hospice palliative care for this exciting conference. The 30th MLC will equip participants with innovative ideas, strategies and tools to lead with great vision and creativity to transform hospice palliative care for the future.

NHPCO's 2015 Management and Leadership Conference will provide opportunities for faculty and participants to reach these objectives:

  • Define leadership and management qualities and skills needed for the future;
  • Identify innovative ideas and strategies to transform hospice palliative care;
  • Create organizational systems and processes to adapt to changing circumstances;
  • Develop strategies to adapt to changes in reimbursement for hospice care;
  • Provide tools to ensure the provision of quality, evidence-based, ethical, effective and efficient end-of-life care;
  • Discuss changes in the regulatory, health policy and healthcare landscapes that impact hospice palliative care;
  • Highlight best practices in advanced operations that distinguish quality programs;
  • Increase access to hospice palliative care and expand the continuum of care;
  • Elevate quality assessment and performance improvement strategies and successes.

Help create the future of hospice palliative care by submitting a presentation proposal for the 2015 Management and Leadership Conference. Presentations at this conference must address one or more of the conference objectives listed above. Over 60% of participants who attended the 2014 MLC had more than 11 years of professional experience in the hospice palliative care field. Thus, proposals to be considered for this conference must be geared toward the expert (advanced) or proficient (intermediate) 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).

Begin a submission to the following:

WORKSHOP | 30-MINUTE SESSION
New Submissions Closed

SIXTY | 60-MINUTE SESSION
New Submissions Closed

Steps and Instructions:

  1. Important Dates

    • Proposal Notification: by September 30, 2014
  2. Target Audience

    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.

  3. Selection of Conference Faculty

    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.

  4. Types of Presentations

    New for 2015, NHPCO will be accepting proposals for both 60 minute and 30 minute presentations.
    • Concurrent 60 Sessions: 60 minute presentations detail innovative approaches, provide critically important information (i.e. such as regulatory, health policy or quality-related), discuss successful strategies and/or provide tools that can be replicated in other settings. Time for questions/discussion is included.
    • Concurrent 30 Sessions: 30 minute presentations provide brief overviews of new and innovative ideas, highlight industry trends or showcase a best practice.
  5. Levels of Presentations

    The MLC 2015 Conference Planning Committee is seeking proposals at the following presentation levels:
    • Expert Proposals: contain case or experience-based learning scenarios; are grounded in evidence-based knowledge; explore, analyze and synthesize multiple theoretical approaches and articulate the rationale for using the recommended approach for a given situation.
    • Proficient Proposals: contain case or experience-based learning scenarios; explore atypical situations and demonstrate the use of analytical thinking to make decisions.
  6. 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) and the American Nurses Credentialing Commission (ANCC), which specify that sponsors (i.e. NHPCO) of continuing medical education/continuing education activities disclose all relevant financial relationships* faculty have with commercial interests*.

    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.) 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. If all conflicts are not resolved or if faculty refuse to disclose relevant financial relationships, these faculty 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.

  7. 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.

  8. Conference Schedule

    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 April 30 – May 2, 2015 will be 60 or 30 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.

  9. Proposal Requirements

    In order to allow an independent evaluation of the relevance and potential effectiveness of the presentation and to afford us the opportunity to provide or apply for continuing education credit for professional disciplines, submissions must include the following:

    • Presentation type (60-minute or 30-minute session)
    • Area of Emphasis Click Here Or See Below.
    • Title/Overview
      • A title for the presentation that informs the reviewer of the subject matter
      • Submitter's e-mail address
      • Presentation level (proficient/intermediate or expert/advanced)
      • Area of emphasis
    • 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 and expertise on the topic to be presented
    • Disclosure for each faculty
    • A 2-3 sentence description of the session (to enable attendees to determine their interest in attending)
    • Objectives, Strategies, Gaps and References
      • 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
    • Detailed Content Outline
      • Identification of all major topics that will be covered in the presentation
      • Description of all discussion, experiential or participatory aspects of the session
      • Information to enable proposal reviewers to discern whether the session will have broad interest, appeal, applicability

      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.

      You will be asked to select an Areas of Emphasis when submitting your proposal. A list of potential topics is provided to stimulate your thinking only.

      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.

  10. 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
    Palliative Care
    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 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)
    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
    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.)
    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 Benchmarking for improvement in processes and Practices
    Improvement, Benchmarking 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
    HIPAA
    Managing the CAP
    Meeting regulatory requirements
    Medicare and Medicaid fraud and abuse issues
    OSHA
    Physician and nurse practitioner billing
    RACs, 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.

  11. 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.

  12. 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.

  13. 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 nor reimburse concurrent session faculty for travel, lodging or other expenses. Faculty must cover all of their individual travel and living expenses. NHPCO does not reimburse any faculty for travel, lodging or other expenses.

  14. Audio Visual Equipment

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

  15. Glossary of Terms

    Commercial Interest

    The ACCME defines a “commercial interest” as any entity producing, marketing, re-selling, or distributing health care goods or services consumed by, or used on, patients. The ACCME does not consider providers of clinical service directly to patients, non-profit or government organizations and non-health care related companies to be commercial interests.

    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.

  16. Technical Support

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