IHF Members Sessions

There are a number of 60-minute or 90-minute sessions at the IHF World Hospital Congress reserved for IHF Premier Associate and Full Members. We invite our members to submit proposals to host a session with the aim to share insights, experiences and achievements from your organization, country or region that others can learn from. We are looking to energize this year’s Congress with compelling and thought-provoking sessions for hospital and healthcare executives. The sessions should be aligned with the overall congress theme, at least one of the sub-themes and topics listed below.

If your organization is an IHF Premier Associate or Full member and would like to host a session, please complete the Proposal Form by 31 March 2021. The final selection will be made by the IHF Secretariat and the Congress Scientific Committee in May.

The review criteria are:

  • The session is fully aligned with the Congress theme and sub-themes;
  • The topic is relevant to hospital and healthcare leaders and executives from around the globe;
  • The presenters have references linked to the topic that will be covered (eg publication, previous presentations, high-level national responsibilities on the topic);
  • The presenters are not coming from vendors but from the members’ affiliated organizations, academic organizations, public and not-for-profit organizations;

The congress will be hybrid in format (mix of in-person and virtual attendees) but we’re aiming to have all speakers present in Barcelona. However, we understand that there are still a lot of uncertainties so we are continuously monitoring the situation and also preparing in case there is a need to shift to a fully virtual event.

If you have any questions, please contact Patricia Mencias. We look forward to seeing you at the Congress!


The overall theme of the 44th IHF World Hospital Congress is “People on board: Transforming healthcare by blending agility, responsiveness, and resilience

During the COVID-19 crisis, it has been demonstrated that organizations have to quickly evolve and adapt in order to properly respond to people’s needs. The pandemic accelerated transformations and it will undoubtedly continue in this new era. Having the capacity to transform is vital for the sustainability of hospitals and health service providers while preparing for the uncertainties of the future.

Transformation requires holistic and coordinated efforts from everyone, focused on changing people’s needs and the need to transform healthcare in order to achieve valuable results in this interaction between people and their healthcare and social care system. It is a transformation of values, of technological possibilities, of peoples’ wishes and capabilities. Moreover, we must push this transformation because there are constant leapfrog changes in the world of technology and opportunities in a rapidly evolving environment, in comparison to the capacity we have as a people to adapt to our systems and carry out the cultural changes at the same speed.

The wave is overtaking us and so, let’s transform the system to ride the wave and strategically lead it to the results desired. It is impossible to classify ideas in individual drawers; the debate about everything is fluid. We want to make a fluid and adaptive congress. Although some issues are more people focused, others digitally focused and others more services and care focused, the interrelation is unavoidable and we have to make the effort to embrace it in a global way.

1.1 Artificial Intelligence for smart health and care.
Focus on experiences where AI has been key in managing the crisis and improving the responsiveness of the system. Experiences that show how AI helps when it comes to quick decision-making and sharing knowledge in times of uncertainties.  We are also interested in projects that address the ethical aspects of AI. Share how AI and big data is helping us to transform health and care in a better way to serve people.

1.2 Big accurate data: how it helps us.
A great deal of healthcare outcomes depends on our ability to retrieve and share patient data.  In this crisis, this has been decisive in many aspects of the healthcare response. We would like to discover projects that show the power of data and the knowledge we can get out of its management:  for making our systems more agile in their response to people’s needs.

1.3 How is digital health transforming the way health systems are run and healthcare is delivered.
One clear thing that everybody would agree on is that the crisis has fostered digital transformation for good. We have also seen its possibilities and settled limits and opportunities. Share your experience in implementing digital transformation in all its faces: mHealth, eHealth, IoT for smart health and care. What happens when technological change goes faster than cultural adaptation?

1.4 Glocalizationnew actors, new rules, global healthcare invaders in the local healthcare set
New actors, new rules: (GAFA Google, Apple, Facebook, and Amazon). Do they play a role in the healthcare market? Is the crisis fostering its role? How do they influence health care innovation? Do they have any influence in forcing the transformation model now that the COVID crisis has opened them a door?

2.1. Enabling the flexibility of organizations to adapt quickly to changes, addressing accelerated innovation adoption.
This crisis has been a crucial factor in this case. Share with the healthcare community your insights and experience. We also want to share experiences on how governance has to change to push transformation. The crisis has fostered transformation unexpectedly: jumping over the slow classical mechanisms of promoting innovation. What should we retain for a better future? How are public and private partnership roles accelerating healthcare transformation?

2.2. Key results that really matter: patients outcomes as the driver for better healthcare.
Transforming also means measuring differently. New ways of measuring outcomes, gaps in knowledge when everything speeds up. What have we learned and what must not be forgotten to improve the future?

2.3. Health and care sustainability supported by applied research and innovation adoption.
One important issue in this crisis is that research and innovation have been hit by the need to respond quickly. Research has been accelerated, with vaccines, for example, at an extraordinary speed never seen before, thanks to the collaboration and open information between scientists, public support and private funds. Something that seemed impossible suddenly became possible. Share your experience.

2.4. Global Healthcare, global mobility, global access: towards a liquid borderless healthcare system.
Breaking the walls, a hospital is a concept, not a building. The impact of the pandemic has shown that this is a key element to generate agility and responsiveness. Share with your peers your successful experiences that you developed in part due to the crisis.

3.1. How to put citizens at the center of health and care.
This is a long-desired situation, a long-awaited transformation. Now, does it seem possible? Explain your experience in transformations based on putting the patient at the system center. Share your experiences in empowering people to contribute to healthcare resilience and responsiveness.

3.2. Humanistic centered care.
More than ever, the crisis has made us face ethical issues and recognize that humanistic management improves performance. Share your best practices in management models that, based on ethical grounds, have demonstrated to be useful and fair in transforming healthcare. Supporting healthcare by supporting people, families, professionals, all of them involved in a hard and stressful situation.

3.3. Professionals leading transformations: the strength of professionals to promote transformation.
More than ever, in our recent period of history, it is so true that empowering the healthcare workforce is indispensable for healthcare services to succeed. What professional roles have changed due to the crisis, which ones will remain, which ones have to be re-evaluated? Have you analyzed how the crises helped us to redefine traditional roles? Do you have projects on working with patient-experience or in co-producing services with your patients? How much has it contributed to resilience?

3.4. From health management to ethical leadership.
How has the crisis fostered transformation in health management models? Have we learned something? Do you have examples showing the power of good governance in transforming healthcare? Share projects on how to innovate in managing people in a fast-evolving environment. What does it mean to lead in this tumultuous environment?