By Christopher Chang, MD

Artificial intelligence (AI) is rapidly transforming healthcare. From clinical decision support and diagnostic imaging to predictive analytics, ambient documentation, scheduling, and patient engagement, AI is reshaping the way medicine is practiced. The question is no longer whether AI will become part of our daily work, but whether physicians will help shape its future or simply adapt to decisions made by others.

As President of the Broward County Medical Association (BCMA), I have made physician education on AI one of my priorities. Throughout my career, I have enjoyed speaking with medical students, residents, and practicing physicians about AI, each approaching this technology from a different perspective. Students embrace innovation, residents are learning to integrate AI into clinical training, and experienced physicians want practical ways to improve patient care without compromising clinical judgment. Bringing these groups together creates a shared understanding as medicine enters a new technological era.

The BCMA offers two educational opportunities this year featuring AI topics. On August 29, BCMA will host The Business of Medicine, where two sessions will focus on practical AI applications for physicians and medical practices. Then, on October 17, we will present Artificial Intelligence Conference 2026: Exploring the Future of AI in Healthcare, bringing together physicians, healthcare leaders, technology experts, and innovators to examine clinical applications, ethics, cybersecurity, data privacy, and the future of AI in medicine. Sponsor and exhibitor opportunities remain available for both events, providing organizations committed to physician education with an opportunity to support these important conversations while engaging directly with South Florida’s medical community. For organizations looking to hire future physicians, this is an opportune time to meet medical students and residents.

Artificial Intelligence must also be viewed through the lens of governance. As policymakers examine transparency, patient privacy, algorithmic accountability, informed consent, liability, and the responsible use of AI-generated recommendations, physicians cannot be passive observers. We must work alongside legislators, regulators, medical societies, and technology developers to ensure regulations protect patients while encouraging responsible innovation.

That is why BCMA’s commitment extends beyond education to advocacy. Working closely with the Florida Medical Association and the American Medical Association, BCMA advocates for policies that protect patients, preserve physician-led care, and ensure innovation advances responsibly. Through legislative advocacy, physician fly-ins to Tallahassee, and collaboration with policymakers, we are committed to ensuring physicians have a meaningful voice as AI becomes more deeply integrated into healthcare. The AMA has reaffirmed that AI should support, not replace, physician judgment, emphasizing transparency, accountability, and physician oversight.

Artificial Intelligence also affects practices differently. Large health systems are investing in enterprise platforms with predictive analytics and workflow automation, while independent physicians need affordable tools that reduce administrative burdens, improve documentation, streamline billing and prior authorization, and strengthen patient communication. AI should help level the playing field, making high-quality care more efficient regardless of practice size.

No matter how sophisticated AI becomes, physicians must remain at the center of medical decision-making. AI can analyze data and identify patterns, but it cannot replace clinical judgment, compassion, ethics, or the trust at the heart of the physician-patient relationship. The future of medicine is being written today, and physicians must help write the next chapter.

Dr. Christopher Chang is President, Broward County Medical Association.



By Mary C. Mayhew

Florida’s hospitals across the state are known for their advanced, world-class care. From the smallest of rural hospitals to the largest of urban academic medical centers, our hospitals provide emergency and trauma care, surgeries, acute care, and complex multi-specialty care. Their teams are curing what’s ill, repairing what’s broken, and healing what’s hurt.

But that’s not where their work and commitment start or end.

Because so much of what determines an individual’s and a community’s health happens outside of an operating room, emergency department, or a med/surg unit, Florida’s hospitals are also deeply engaged in work in communities and neighborhoods that supports good health, beyond providing world-class medical care. An estimated 80 percent of health status and outcomes are determined or highly influenced by non-medical drivers – the conditions in which people are born, grow, live, work, and age. These are factors like nutritious food, community safety, reliable transportation, educational and employment opportunities, and housing.

This health-promoting work is the heart of community benefit. Florida’s nonprofit hospitals that are members of the Florida Hospital Association invested $5.7 billion last year in community benefit activities and programs across the state to promote and support healthy communities, extending their mission well beyond the walls of the hospital.

This work could be hamstrung if lawmakers in Washington advance legislation (H.R. 9504), which further regulates nonprofit hospitals. After passing the Ways & Means Committee in July, the full House could consider the bill before the end of the year. As drafted, the bill would add significant compliance requirements and costs to the already long list of challenges hospitals face, such as increased administrative burden and costs from health insurance plans, shrinking payments, and a growing uncompensated burden. Likewise, any further regulation that imposes a one-size-fits-all standard will dilute the ability of different hospitals to meet the unique needs of their communities.

One of the primary strengths of community benefit is its responsiveness to local community needs. Hospitals regularly undertake an extensive process to determine their community’s health needs through a Community Health Needs Assessment (CHNA). This comprehensive survey broadly reviews the needs of a community, such as rates of diabetes, cardiovascular disease, substance use disorder, mental illness, and many other pressing conditions. The results of these surveys help to shape the priorities of hospitals and health systems and their partnerships with other community organizations to improve the health and well-being of the individuals and families in their communities.

Through community benefit activities, nonprofit hospitals are engaged in efforts to support educational goals for children, to expand access to preventive services, to support free clinics, to expand access to dental care, to enhance healthcare literacy, to improve the array of services for our elderly, and to address the ever-growing need for community-based mental health services. Hospitals are helping to bridge gaps in social services that negatively impact well-being and health outcomes for children and adults. These initiatives often are closely aligned with local or state health department priorities – such as helping moms into early prenatal care, tackling housing instability for those with mental illness, supporting nutrition programs to address food insecurity, or developing innovative programs to overcome transportation barriers.

This work is in addition to the charity care hospitals provide for patients in their communities who are uninsured or do not have the means to pay for their care despite having healthcare coverage. With 2.6 million Floridians lacking healthcare coverage and another 4.4 million Floridians covered by Medicaid, hospitals absorb a large portion of costs associated with caring for these populations. Last year, FHA-member hospitals incurred $4.6 billion in costs associated with patients receiving free care, financial assistance, or coverage through means-tested programs.

Community benefit programs improve the lives of millions of Floridians every single day by getting to the heart of health and taking a community-centered, holistic approach to well-being. A healthy Florida begins in the community, well before an individual is admitted to the hospital, and Florida’s nonprofit hospitals are an integral part of cultivating healthy neighborhoods and communities where children, adults, and seniors can thrive. More regulation that imposes additional compliance costs or a clunky one-size-fits-all standard will only take essential resources away from these vital community benefit programs.

Mary Mayhew is President and CEO, Florida Hospital Association.



By Vanessa Orr

Accessibility is important, especially in healthcare. In order to improve healthcare access for individuals with disabilities, in 2024, the U.S. Department of Health and Human Services (DHHS) updated accessibility rules for healthcare providers receiving federal financial assistance.

While some deadlines to comply with updates to Section 504 of The Rehabilitation Act–which affects hospitals, physician practices and many dental offices—have passed, others are soon to come. It is important that healthcare entities are aware of both medical equipment requirements and digital accessibility requirements to remain compliant with the law.

“This July 8, 2026, marked the deadline for healthcare providers receiving federal financial assistance to have at least one accessible exam table and one wheelchair-accessible weight scale,” said Kyla Murphy Faircloth, AVP National Healthcare Practice, Risk Strategies. “Medical staff had to be trained on operating the accessible equipment and know how to safely assist patients with disabilities.”

In the next two years, providers must meet digital compliance deadlines as well. These include making patient-facing technology accessible, including websites, patient portals, mobile apps, online scheduling, telehealth platforms and self-service kiosks. According to the DHHS, healthcare facilities must meet WCAG 2.1 Level AA standards.

Organizations with more than 15 employees must be in compliance by May 11, 2027, and organizations with 15 or fewer employees must be in compliance by May 10, 2028.

“There are a few different reasons why this is important,” said Murphy Faircloth. “First, DHHS is looking to promote equitable access to healthcare and improve patient safety and improve the patient experience as a whole. As changes take place in technology and medical equipment, they also want to make sure that everyone is up to date on these changes.”

By evaluating current equipment, training staff, assessing digital accessibility and working with vendors to ensure compliance, it will streamline the healthcare process, making providers’ jobs easier and creating a better patient experience.

“With improved digital accessibility, for example, patients can sign up for appointments online, even scheduling six months in advance, without having to call,” said Murphy Faircloth. “Today’s systems track everything in the practice, which makes it easier for everybody.”

According to Murphy Faircloth, while these are primarily civil rights regulations, these updates do have risk management implications as well. Lack of accessible equipment or accommodations can contribute to patient injuries, delayed diagnoses and increased risk if harm occurs. Compliance improves patient safety, reduces liability risk and demonstrates proactive risk management.

“This could go one of two ways, however,” said Murphy Faircloth. “If the equipment and technology is implemented correctly, it reduces risk. But if it is not implemented correctly, or staff isn’t properly trained, it could eventually cause more exposure if it results in patient injuries or delayed diagnoses. This could result in carriers less likely to provide coverage if claims increase.”

While the rule itself does not automatically increase malpractice insurance premiums, repeated accessibility-related incidents or claims could influence an insurer’s assessment of risk. For this reason, proper documentation of accommodations and staff training is imperative.

“It is still the provider’s job to double-check everything, just like when entering AI-dictated notes into a telehealth platform,” said Murphy Faircloth. “In some cases, medical devices can do services that doctors used to perform, but they still need to be keeping an eye on everything to make sure it is working correctly. New technology should be used as a tool and not a crutch.”

For more information, contact Kyla Murphy Faircloth at kyla.faircloth@bbrown.com or call (800) 966-2120.



Florida’s year-round sun exposure contributes to one of the highest rates of skin cancer, particularly melanoma, in the country. Today, physicians are seeing more complex cases, including patients with advanced disease or multiple risk factors. As treatment options continue to grow, deciding when to operate, when to start chemotherapy or immunotherapy, and how to sequence treatment has become equally complex. Skin cancer treatment is no longer routine; it is evolving toward a more integrated, multidisciplinary model that is reshaping how and when specialists collaborate.

Skin cancer treatment is no longer a simple progression from diagnosis to surgery to recovery. Today’s treatment pathways often require early decisions about surgical approach, lymph node evaluation and the timing of systemic therapies, such as immunotherapy. In some cases, systemic therapy may be initiated before surgery, further underscoring the importance of early coordination. For more advanced or high-risk presentations, delayed alignment between specialties can limit treatment options and affect outcomes.

Leading care models now prioritize multispecialty evaluation from the outset. At TGH Cancer Institute | Cancer Center of South Florida (CCSF), surgical and medical oncology work in close alignment early in the care process, helping to ensure coordinated, timely and appropriate treatment strategies for each patient’s clinical presentation.

The recent addition of surgical oncologist Dr. Kimmerle “KC” Cohen and medical oncologist Dr. Sanjay Awasthi strengthens this collaborative approach. Dr. Cohen has extensive experience in complex skin cancer surgery, including sentinel lymph node biopsy, management of advanced and high-risk lesions, and multiple reconstructive options. Her role is central to determining if surgery is appropriate, how extensive it should be and when it should occur within the overall treatment plan.

Dr. Awasthi specializes in melanoma and systemic therapies, including immunotherapy and targeted treatments. His expertise helps guide whether these therapies should be used before or after surgery, or solely on their own without surgery.

Together, their coordination, supported by additional TGH Cancer Institute | CCSF team members, enables more precise sequencing of care and earlier alignment on treatment strategy, particularly for patients whose disease may not follow a straightforward path.

“The timing of surgery relative to systemic therapy can significantly influence outcomes,” said Dr. Awasthi. “Aligning these decisions earlier allows us to tailor treatment more effectively for each patient.”

TGH Cancer Institute | CCSF’s multispecialty model streamlines complex decision-making and reduces fragmentation in care. Through regular tumor boards, specialists review cases collaboratively, often early in the diagnostic process and before making definitive treatment decisions. Defined care pathways and direct communication between providers help minimize delays, reduce unnecessary duplication and improve continuity across phases of treatment.

Referring physicians remain connected throughout the process, with timely updates and clear points of contact. This level of communication can be especially important in complex cases where treatment plans evolve. Shared access through the electronic medical record (EMR) system, Epic, further supports coordination, particularly for providers already within the system, helping ensure continuity both during and after specialty care.

When to Refer for Multidisciplinary Evaluation

Early referral can help expand treatment options and improve coordination, particularly in the following scenarios:

  • Suspected or confirmed melanoma
  • Large, deep or rapidly evolving lesions
  • Recurrent disease
  • Evidence of lymph node involvement
  • Cases where systemic therapy may be indicated
  • Situations where the treatment approach is unclear

Early engagement allows surgical and medical oncology to align on treatment strategy from the outset, supporting more efficient, coordinated and effective care.

As demand for complex skin cancer care continues to grow in South Florida, TGH Cancer Institute | CCSF is expanding its capacity to meet this need. The addition of Drs. Cohen and Awasthi enhances both surgical and systemic expertise, reinforcing a coordinated approach to melanoma and other high-risk skin cancers.

Backed by academic medicine and nationally recognized for cancer care, Tampa General Hospital provides referring physicians with access to integrated, multispecialty expertise — an approach that can be particularly valuable in the management of complex skin cancers.

For more information about the referral process at TGH Cancer Institute | CCSF, please call (561) 253-3980.



By Rose Lugo, EdD

Healthcare marketing teams have embraced artificial intelligence to draft everything from social media posts to newsletters and even executive messages. The result is greater efficiency—but also growing sameness. Organizations that once had distinct voices increasingly sound alike, relying on the same predictable phrases and formulaic writing.

“We’re celebrating our unwavering commitment to using AI copy. By doing this we’re sounding just like everyone else. It is not about originality. Not about engagement. It is about misusing a tool. In a moment where technology continues to advance, one thing remains clear: we need to know how to use AI.” If this copy could be on your brand’s social media channel or your executive’s keynote, stop and consider.

As AI-generated content becomes more common, originality is giving way to generic messaging that makes brands difficult to distinguish. Ironically, this has made seasoned public relations professionals more valuable than ever.

Artificial intelligence cannot establish an organization’s unique voice, understand its culture, or determine how a message will affect public trust. Those responsibilities still require professional judgment and experience.

In consumer-driven healthcare, patients and families no longer choose providers based solely on physician referrals. They research organizations online, compare credentials, read reviews, evaluate reputations, and often turn to AI platforms for recommendations.

Consumers are asking AI which rehabilitation hospital offers the strongest outcomes, which provider is best equipped to care for an aging parent, or which healthcare organization is most trusted in its community. The answers are based on the digital evidence available to those platforms.

AI evaluates quality of website content, search visibility, online reviews, earned media coverage, awards, accreditations, and recognition from respected organizations. Public relations essentially builds the digital evidence that shapes AI recommendations.

At the same time, digital advertising and streaming platforms continue to draw revenue away from traditional newsrooms, leaving fewer reporters with less time to develop stories. A shift that has expanded the publicist’s role.

The strongest public relations professionals do more than pitch ideas. They identify newsworthy angles, conduct interviews, write publication-ready copy, and provide high-quality photography and video. They anticipate journalists’ needs with credible sources and complete information. Ever more serving as an extension of the newsroom.

Do not be tempted to ask your team to create promotional copy disguised as journalism. Editors recognize that immediately, and audiences do as well. Effective public relations requires understanding the difference between what an organization wants to say and what readers will find valuable. Experienced publicists excel at making that distinction.

A seasoned communicator also understands how to adapt a story for different audiences. A clinical advancement may become an industry feature for a healthcare publication, a patient education article for consumers, or an executive thought-leadership opportunity for a business journal. The facts remain the same, but the editorial approach changes. A level of judgment that cannot be replicated by entering a prompt into an AI platform.

Artificial intelligence can accelerate research, organize information, generate ideas, and improve productivity. It is an exceptional assistant. It should not be mistaken for the communicator.

Trust in a healthcare brand is built over time through consistent, credible storytelling. Every executive interview, earned media placement, award submission, patient story, and community-impact article contributes to the brand story that shapes how stakeholders and AI platforms perceive the brand.

Healthcare leaders should ask whether their organizations have the expertise to protect their voice, cultivate media relationships, and translate accomplishments into external credibility.

Marketers will continue to embrace artificial intelligence, and they should. It offers significant advantages, but as access to the same tools becomes universal, professional judgment and originality become even greater competitive advantages.

Healthcare organizations moving the needle are relinquishing volume in favor of building authentic and credible brand stories that resonate through strong emotional connection. Seasoned public relations professionals remain essential to making that happen.

Rose Lugo, Ed.D., is Senior Director of Marketing & Communications at Catholic Health Services, Founding President of the Media Education Society, and a member of both the Public Relations Society of America and St. Thomas University’s Advancement, Engagement & Impact Council. Connect with her @RoseLugoNews.