Call for Proposals
NHPCO's Management and Leadership Conference 2017

Education Programs and Preconference Seminars: April 29 – 30, 2017
Main Conference: May 1 – 3, 2017
Washington Hilton
Washington DC
Presentation Proposal Deadline: Sunday, August 28, 2016, Midnight ET

NHPCO seeks proposals from leadership and management professionals designed to advance the knowledge, competence and performance of hospice and palliative care professionals. Advance leadership in the hospice and palliative care field by submitting a presentation proposal that addresses one or more of the conference objectives listed below.

Executive leadership and management at all levels of hospice and palliative 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 other leaders working to promote the successful advancement of hospice and palliative care.

NHPCO’s 2017 Management and Leadership Conference learning objectives:

  • Strengthen executive leadership and management skills;
  • Discuss innovative strategies to respond to changes in the regulatory, health policy and healthcare landscapes;
  • Develop strategies to adapt to current reimbursement for hospice care and discuss options being considered for the future;
  • Examine reimbursement options/models for palliative care service provision;
  • Create organizational systems and processes to adapt to changing circumstances;
  • Provide tools to ensure the provision of quality, evidence-based, ethical, effective and efficient end-of-life care;
  • Analyze innovative approaches to improve access to hospice and palliative care by underserved and marginalized populations;
  • Highlight exceptional quality assessment and performance improvement practices.

Over 60% of MLC participants have 11+ years of professional experience in the hospice and 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).

Steps and Instructions:

  1. Important Dates

    • Submission Deadline: Wednesday, August 17, Midnight ET
    • Proposal Notification by: November, 2016
  2. Target Audience

    Executive leadership and management at all levels of hospice and 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 other leaders to promote the successful advancement of hospice and palliative care.

  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.

    Where programs are direct providers of hospice and palliative care, preference will be given to members of NHPCO. Proposals submitted by individuals working in commercial interest organizations (see glossary below) will not be accepted if the content relates to healthcare goods or services consumed by, or used on, patients that are produced, marketed, re-sold, or distributed by the commercial interest organization.

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

  4. Types of Presentations

    NHPCO will be accepting proposals for both 60 minute and 90 minute presentations.
    • Concurrent 60 Minute Sessions: 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 90 Minute Sessions: Must include participant involvement in the learning experience. These sessions present in-depth exploration and application of a topic. A very limited number of 90 minute sessions will be included in this conference.
  5. Levels of Presentations

    The MLC 2017 Conference Planning Committee is seeking proposals at the following presentation levels:
    • Advanced 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 to participants 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 May 1 – 3, 2017 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.

  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 90-minute session)
    • Area of Emphasis (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)
    • 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.

  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.

    Area of Emphasis Examples of Topic Ideas
    Access, Community Engagement and Marketing Business development opportunities
    Collaborating with universities to develop and mentor future hospice professionals
    Creating community partnerships
    Cultural awareness among staff and volunteers
    Engaging diverse communities
    Innovative strategies and models 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
    Utilizing mobile and social media, content management and video sharing
    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)
    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 Executive leadership development
    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 Benefits and risks of mergers, consolidations, acquisitions
    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
    Social media utilization
    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
    Successes in facility-based hospice and palliative care
    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
    Mergers and acquisitions
    New approaches and strategies; “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
    Palliative Care Creative staffing of community-based palliative care programs
    Impact research in palliative care
    Minimizing resistance to palliative care referrals from community specialists
    Community-based palliative care best practices
    Innovative models of community-based palliative care
    Non-pharmacological interventions in palliative care
    Collaboration between providers in different settings
    Palliative care fiscal and/or quality metrics
    Palliative care marketing strategies
    Mobile enabled palliative care management
    New directions in palliative care education and training
    Politics, health policy and community-based palliative care
    Palliative care in long term care facilities
    Successful provider-payer strategies
    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, Benchmarketing Benchmarking for improvement in processes and practices
    Successful compliance with mandatory quality reporting requirements
    Developing a compliant QAPI program
    Organizational best practices for QAPI program implementation
    Fundamental principles of performance improvement
    Performance improvement project case studies
    Measuring progress toward quality improvement goals
    Tracking adverse events, analyzing causes, and implementing preventative actions
    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 Professional development ladders
    Clinical ladders for professional development
    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
  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 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, 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.

    Proposals are selected on the basis of information submitted. Faculty substitutions, deletions, or additions must be approved by NHPCO. NHPCO reserves the right to edit the title, description and/or objectives of accepted presentations for publication on NHPCO's website, the MLC Mobile App and in other conference materials.

    All materials provided in conference sessions must be reviewed and approved 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

    Prospective faculty submitting a proposal will receive e-mail notification after the selection of proposals is complete.

    Proposals will be accepted, declined or, in some cases, placed in a “tentative” group that are awaiting an opening in the conference program of events. If the tentative proposal cannot be accepted, faculty will be notified approximately 6 – 8 weeks prior to the conference.

    Faculty of accepted proposals will be directed to a conference faculty webpage (approximately 3 months prior to the conference) where requirements and deadlines will be detailed and questions addressed.

  13. Faculty Registration and Expenses

    Faculty attending the full conference will receive a reduced registration rate (there is no registration fee for faculty not attending any other educational session or conference functions.)

    NHPCO does not provide honoraria nor reimburse concurrent session 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 proceeding 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.


For more information about the process or to be added to the Call for Proposals e-mail list, contact NHPCO Professional Education at 703-647-5178 or education@nhpco.org.

Begin a submission for the following:

60-MINUTE SESSION
New Submissions Closed

90-MINUTE SESSION
New Submissions Closed