Speaking Opportunities

The 2022 AHA Leadership Summit will feature senior health care executives, clinicians and experts in the field presenting transformational strategies and innovative approaches for leading when there’s no ‘steady state’; rebuilding and reimagining health care delivery; overcoming workforce challenges to build resilient and high-performing teams; creating strategies and care models to drive value; and achieving enterprise-wide digital transformation.

The Call for Proposals deadline has passed. We will contact those who submitted proposals in March 2022.

Please contact leadershipsummit@aha.org with any questions.


Presentation Formats

There are five presentation formats offered at the 2022 AHA Leadership Summit. Submitters must choose a preferred presentation format and may choose more than one option. AHA will consider the submitter’s format preference taking into consideration the best venue for the topic given the slots available. AHA reserves the right to make the final decision and will communicate the presentation format in the notification of acceptance.

  • Educational Track Session: Engaging presentation on focused topic, including Q&A.
  • Roundtable Discussion: A 20-minute presentation followed by 40-minute conversation. The purpose of the Roundtables is to raise critical issues and encourage attendees to share their own experiences, challenges, and successes with active facilitation to stimulate discussion. The emphasis is on getting participants engaged in a robust conversation – rather than on having speakers deliver lengthy presentations in more of a didactic manner.
  • Ignite Sessions: Ignite sessions are 5-minute presentations on topics intended to spark conversations. Truly innovative ideas make for the best presentations. Each Ignite session consists of 3 or 4 five-minute presentations followed by small group discussions around each of the topics. Attendees select one discussion to participate in based on what sparked their interest. Only one person will present at the live session although co-presenters can be involved in the subsequent discussion.
  • Poster Presentations: Posters will be on display in the exhibit hall. Poster presenters are encouraged to stand by their posters for discussion with attendees during exhibit hours.
  • Intensives: Intensives are longer sessions of 1.5 to 2.25 hours that are structured to provide attendees with active learning opportunities and immersion in an important topic. The proposed session should utilize an instructional format, e.g., design thinking, that engages participants in collaboration with their peers to develop innovative solutions to persistent challenges. Successful proposals will demonstrate that presenters have expertise with facilitation.

 

Content Areas

Speaking proposals should address one of the following Innovation Tracks:

  • Leading complex organizations and maintaining the confidence of stakeholders during ‘ordinary times,’ let alone a period of sustained crisis, tests even the most resilient leaders. What are the solutions, foundational leadership approaches and frameworks to develop and nurture innovative and resilient leaders? What are the strategies and practices that enable health care leaders to sustain leadership in crisis and adapt to disruptive change? How do leaders best develop their team’s skills, competencies and organizational capacity to understand the job to be done and to identify and test breakthrough ideas?

  • Strategic planning and execution has never been more complex. A host of new, non-traditional competitors are doubling down on growth strategies in primary, specialty, virtual and managed care, disrupting traditional delivery models. At the same time, hospitals and health systems are transforming their own delivery and operating models with new emphasis on holistic care management and patient experience, and in some cases expansion into new lines of business that diversify how the organization funds its mission. What operating models will enable health care organizations to weather the next storm by producing value and reducing risk? What are the best examples of health system growth outside of patient care? Should hospitals and health systems compete or cooperate with disruptors? Emphasis may be placed on how strategic collaborations can support new strategic directions that enhance value.

  • The health care workforce is experiencing unprecedented level of stress, burnout and turnover. Workload demands have tested the resiliency and emotional and mental health of caregivers, with the long-term impact of the pandemic on the health care workforce still to be determined. What human capital management approaches will enable providers to think innovatively to address the shortages of doctors and nurses that have been exacerbated by the pandemic? What are the proven best practices to support clinicians and other caregivers? How can hospitals and health systems position themselves as diverse and inclusive employers of choice? What can be done to ensure the organization provides a work experience that aligns with its organization’s mission and vision?

  • A connection to value not only improves patient outcomes and affordability, but it also helps connect your team to the deeper purpose they were called to in health care. What emerging care delivery and operating models will enable health care organizations to weather the next storm by producing value and/or reducing risk? Examples of hospital-at-home, virtual care and team-based care model success stories are specifically sought. Value-based payment model successes and payment model innovation examples are also sought.

  • Digital transformation is now an imperative, and sustainable success requires moving from doing digital to being digital. Emerging technologies such as artificial intelligence, clinical-grade wearables and other personalized technologies have enormous potential to alter health care as we know it. For many organizations, COVID-19 has accelerated rapid adoption of new technologies, particularly those enabling virtual care. What’s the upside and what’s the fall out? How do health system leaders start, sustain and scale digital health transformation to meet consumer and environmental demand for convenience and access? How do we as a field ensure digital health equity and use digital to accelerate equitable care rather than further differential outcomes?

In addition to content within these tracks, we seek success stories, case studies and other proposed sessions within the following issue areas:

  • The COVID-19 pandemic has taxed the mental health of all Americans and particularly health care workers, intensifying an already stressed behavioral health care delivery system. How are providers re-engineering behavioral health care processes, developing new care protocols for effectively treating behavioral health patients and improving access to services?

  • Hospitals and health systems are driving health equity, diversity and inclusion, improving the health and well-being of their communities, and pursuing innovative partnerships to support individuals in reaching their highest potential for health. How are providers working in partnership with community stakeholders to understand and address social and structural determinants of health that negatively impact equity? How do organizations best develop sustainable partnerships, build more integrated community improvement plans, adopt anchor strategies and understand the measures of success at the community level?

  • A mini-track designed for trustees and governing board members will focus on issues of strategic priority for governing bodies, including how the pandemic response is transforming the board’s role and oversight responsibilities. What are the leading innovative governance practices and critical leadership competencies that will move the board from good governance to excellent governance? What board composition and governance practices position the board for guiding the organization through unprecedented constant change and disruption?