AMC21 CaseStudy2 AAHPM

Case Study: AAHPM’s Dynamic Growth Over a Decade

How AAHPM tapped into AMC expertise to increase revenue by 270% and its membership by 80%.


More than a decade ago, the American Academy of Hospice and Palliative Medicine (AAHPM) made it a goal to expand within the hospice and palliative medicine field and develop more resources for its members. However, while pursuing this growth, it was also vital that AAHPM remained one of the leading advocates for hospice and palliative care providers and patients. Today, AAHPM is proud to have achieved exponential growth in both its services and its membership.


The expertise of AMC staff was key to AAHPM’s growth during this time. The Academy was able to tap into the knowledge base of AMC leaders in everything from governance and strategic leadership to product development, member retention, and health policy advocacy. AAHPM redesigned their governance structure and achievement-of-goals outlines in four successive strategic plans, with the most recent iteration including values that expand the commitment to diversity, equity, and inclusion for patients, families, and the professionals who provide their care.

Those 10 years have also seen AAHPM create more than 40 communities, including those focused on member diversity, and facilitate workforce initiatives such as innovative leadership programming, a Hospice Medical Director Certification Program, a unified clinical patient data registry, and the first HPM Match medical residency program. The Academy has supported and stewarded more than $12 million in grant funding support, acquired the Journal of Pain and Symptom Management, and developed a portfolio of successful products designed to improve the care of patients and families. Finally, AAHPM introduced the Palliative Care Hospice and Education and Training Act (PCHETA) in Congress and created a new Alternative Payment Model.

As AAHPM’s influence has grown, so too has the social media presence of both the Academy and its leaders. Today, the growing reach of AAHPM is showing no signs of stopping.


By employing these growth-minded strategies, AAHPM was able to increase its revenue by 270% and its membership by 80%. It has successfully rebranded the Journal of Pain and Symptom Management and expanded the AAHPM Annual Assembly to have a more inclusive and engaging learning experiences for its nearly 3,500 yearly attendees. Through the HPM Match program, AAHPM has grown the number of physicians in hospice and palliative medicine by nearly 8,000 specialists.

With AAHPM’s expertise in the field and AMC’s expertise in association management, the Academy achieved—and exceeded—their 10-year goals.