By Vanessa Orr

As healthcare organizations continue to navigate workforce shortages, regulatory changes, technological innovation and evolving patient needs, the demand for skilled healthcare leaders continues to grow. Hospitals, health systems, physician practices, public health organizations, insurance companies and others are always looking for those who understand what it takes to manage and command these organizations.

Florida Atlantic University’s Master of Health Administration (MHA) programs prepare current and aspiring healthcare professionals to lead organizations, improve patient outcomes, and navigate today’s increasingly complex healthcare environment. These degree programs combine business, leadership, finance, healthcare policy, operations, and quality improvement to prepare graduates for administrative and executive roles. The programs also equip professionals with the skills to improve patient outcomes, enhance organizational performance, and navigate the evolving healthcare landscape.

According to Sherien Khachiche, admissions coordinator with the College of Business Executive Education team, these courses are geared for two different audiences: those already in healthcare who seek a change from clinical or bedside care into more administrative/ leadership-focused roles, and those transitioning to healthcare who seek a switch from their current career, or who work in a specified department and seek to switch to the healthcare industry. These may include business and data analysts, HR managers, operations coordinators, program/project coordinators and more.

“Pursuing my Executive Master of Health Administration has been one of the most meaningful experiences of my career,” said Engagement Consultant Kadian Goldson, ’25. “It strengthened my leadership skills, expanded my understanding of healthcare systems, and gave me the confidence to take bold steps toward my future.”

FAU’s In-Person Executive MHA is offered in person on the Boca Raton campus every three weeks on Saturdays and Sundays. New cohort classes begin in the fall and spring and the next intake date is Aug. 29. FAU’s Online Executive MHA is offered in a fully remote environment and can be completed anywhere at any time. The next intake begins on Aug. 22 for this program, which is offered in fall, spring and summer.

Enhanced Career Opportunities

Earning an advanced degree while working full time requires commitment, but the long-term career benefits can be significant. The Executive MHA program prepares participants to manage teams, drive organizational change, and make strategic decisions that can help them qualify for supervisory, management, and executive positions.

“Our MHA coursework covers healthcare finance, operations, organizational behavior, law and policy, informatics and quality management, and more, preparing graduates to make informed decisions that improve organizational performance and patient care,” says Khachiche. “Students also learn to analyze healthcare systems, improve organizational performance, and address complex challenges using data and evidence.”

In addition, the programs strengthen knowledge of healthcare policy and regulations to help professionals navigate the evolving healthcare landscape and enhance communication and leadership skills by emphasizing collaboration, negotiation, conflict resolution, and executive communication.

Through the program, participants can also expand their professional networks by connecting with faculty, healthcare executives, alumni and peers. Through internships and Leadership Bootcamp experiences, students collaborate on real-world healthcare challenges while building valuable executive leadership experience.

“The program gives you practical tools and leadership skills you may not find in other programs,” said Supervisor, Medical Support Assistant Dvante Baham, ’26. “Experiences like the Leadership Bootcamp provide access to different healthcare leaders and offer valuable insights from professionals in the field.”

Additional Healthcare Leadership Programs

In addition to the Executive MHA program, FAU offers a number of other options to help professionals move forward in their careers. This includes an MBA in Artificial Intelligence and an MBA in Health Administration, among others.

The MBA in Artificial Intelligence is a new concentration offered in all of FAU’s MBA programs, . It is designed to equip business leaders with the knowledge and skills to thrive in today’s AI-driven world.

“This concentration brings advanced AI concepts into the MBA core, giving individuals the breadth of a management degree and the depth to steward AI initiatives across functions,” said Khachiche, noting that competitive advantage comes from translating emerging technologies into scalable business results. The program is offered both on-site and on-line. Visit https://business.fau.edu/masters-phd/mba-program/executive-mba/concentrations/artificial-intelligence/.

The MBA in Health Administration prepares students to provide leadership, vision, and management for healthcare facilities such as hospitals, physician offices, group medical practices, home health care agencies, outpatient clinics, and nursing care providers. Offered on-campus or online, this degree is designed for professionals seeking to apply business expertise within healthcare organizations.

For healthcare professionals looking to transition skills and better understand the area of reimbursement, medical billing and coding, regulatory and compliance practice, and overall office operations, FAU offers stand-alone certificates in Medical Business Management.

“Any member of the public can complete them and they do not have to be active students,” said Khachiche. “This is especially useful for those looking to open their own practices or seeking to advance within their current roles in these healthcare spaces.”

The certificate program, offered two to three times per year depending on demand, is offered online and on-campus and is available in three modules; Anatomy, Terminology, Billing and Coding; Legal, Regulatory and Compliance Practices and Office Operations.

FAU also offers over 60 professional development programs designed and taught by subject matter experts. These include Lean Six Sigma Green Belt Certification; Fundamentals of Power BI; Introduction to Project Management; Certificate in Artificial Intelligence in Business; Certificate in Medical Business Management; Executive Certificate in Analysis; Leadership Courses for Rising Executives and more.

For more information, visit https://business.fau.edu/masters-phd/mha.



By Lois Thomson

Sonia Brown, DNP, RN, MSN, currently Assistant Professor – College of Nursing, West Palm Beach Campus of South University, started her career as an acute care Medical Surgical nurse. However, it was what happened after patients left the hospital and went home that really attracted her attention. “I became intrigued with the fact that we had a lot of recurring patient admissions – the same patient would go home and come back in a week or two. It piqued my interest, because I wanted to see what happened when they left the hospital.”

This interest resulted in Dr. Brown’s introduction to home care. She explained that she became fascinated with it because it gave her the opportunity to see patients in their home environment, which she called their safe space. In a hospital setting there’s anxiety, and the patients’ greatest desire is to be discharged. However, Dr. Brown said that at home, “You’re seeing them in a different environment. Not only was I able to do the clinical things I was supposed to do for them in the home, but I was also able to do more teaching because they were more relaxed in their safe space.” She added that it also gave her the opportunity to see what their home environment was like, because that often contributes to their health and well being, both physically and mentally.

She pointed out that home health combines education with teaching, for as much as you inform the patient, you must also inform the family – the patient’s support system – because they are the drivers who manage medications, oversee dietary management, etc., and that plays a large part in keeping the patient from returning to the hospital. “That was fascinating to me and I became hooked on home care.”

The combination of working in home care and realizing how much education is involved prompted Dr. Brown to switch her career into academia. Because education is such a large component of home care, she said, “I wanted to see if I could make a difference in terms of the academic preparation of nursing, that does not focus 100 percent on the clinical self, but on the empathy that goes into it as well.”

In progressing through her career, Dr. Brown earned a Bachelors Degree from Long Island University; and a Master of Science in Nursing Education, a Post-Masters in Nursing Leadership and Management, and a Doctorate of Nursing Practice – all from Walden University. She began her career in New York, but relocated to South Florida in 2001, saying, “My mother was in Florida and I’m an only child, and with an aging parent I was looking ahead.” She added with a chuckle, “There was also the weather.”

Dr. Brown found that South University was a good fit. “It affords me the opportunity to tap into my experience, to utilize the different academic credits I have, because there’s a little bit of every component right now in my faculty role. What I like about being here in this culture is that it aligns with my overall philosophy. One of the pillars of South University is that the holism of the patient is important and I am very much a proponent of that; not only do we promote academic excellence, but we also have an environment that addresses the holism of the individual. We’re talking about the sensitivity that relates to cultural, social, economic diversity that we have in our patient population.”

Despite her current focus on academia, Dr. Brown keeps her hand in the clinical side of the work. She has gone into acute care settings with groups of students, and also oversees simulation exercises. “We create a clinical environment that is a safe space, so before students get into the clinical setting where they are practicing with live patients, we create a hospital environment where they are exposed to all that they would see at a bedside.”

Specifically, for example, Dr. Brown mentioned the clinic is fortunate to have high fidelity mannequins that closely mimic the hospital environment, so students are able to practice in a controlled environment before they go into live experience.

“That’s what helps keep me in academia – it’s not just about teaching a nurse how to give medications or teaching them how to do wound care, but also to assess – who is that patient you’re performing these skills on and what makes them who they are.”

For more information, call (561) 273-6500, or visit www.southuniversity.edu/west-palm-beach.



By Julie Lynn Kantor, MD, FAAP

Every day, physicians encourage their patients to prioritize healthy habits: exercise regularly, eat nutritious foods, manage stress, and seek help when needed. Yet, as a profession, we too often neglect our own advice.

The consequences are impossible to ignore.

Physician burnout has reached alarming levels, with studies estimating that nearly 82 percent of physicians experience burnout. Research from the American Medical Association found that 45.2 percent of physicians experienced at least one manifestation of burnout in 2023. Even more sobering, physicians face disproportionately higher risks of depression, substance use disorders, cardiovascular disease, and suicide than the general population. In the United States, it is estimated that one physician dies by suicide every day.

These statistics represent talented professionals whose ability to care for others is compromised because they have not had the opportunity or support to care for themselves.

As President of the Miami-Dade County Medical Association (MDCMA), I believe physician wellness is not a personal responsibility alone but a healthcare imperative. A resilient physician workforce is essential to maintaining safe, compassionate, and high-quality patient care. Organizations that invest in physician well-being are investing directly in better outcomes for patients, stronger healthcare teams, and healthier communities.

That is why advancing physician wellness is one of the defining priorities of my presidency. Over the coming months, MDCMA will launch a series of educational programs and resources focused on the three pillars of physician wellness: physical, mental, and financial health. Our goal is to provide practical strategies, foster meaningful peer connections, and remind physicians that seeking support is a sign of strength, not weakness.

This initiative builds upon the strong foundation established by physician leaders who have made wellness a priority for our medical community. I am especially grateful to Dr. Juan Diego Oms, whose passion for physician well-being and leadership has helped shape this important initiative. His work reminds us that wellness begins with self-care and grows through developing emotional intelligence, self-awareness, resiliency, and a sense of purpose. I also want to recognize Dr. Patricia Ares-Romero, one of my predecessors as MDCMA President, whose vision brought the LifeBridge Physician Wellness Program to our association, providing members with confidential mental health support and wellness resources. Through LifeBridge, MDCMA members have access to four complimentary, confidential sessions each year with a licensed psychologist, giving physicians a safe, judgment-free space to address stress, burnout, anxiety, personal challenges, or other concerns before they become overwhelming. In addition, Dr. Patricia Junquera continues to advance physician wellness through her leadership of the MINDS Program at Florida International University and the upcoming MINDS Symposium, helping physicians better understand and address the challenges of stress, burnout, and mental health. Together, these efforts reflect MDCMA’s growing commitment to creating a culture where physician well-being is supported, valued, and recognized as essential to exceptional patient care.

Wellness and leadership are inseparable. Physicians who care for their own well-being are better equipped to lead healthcare teams, mentor future physicians, communicate effectively, and navigate the increasing complexity of modern medicine. Self-care should not be seen as self-indulgence but as a professional responsibility that enables us to serve our patients with excellence.

Medicine has always been a calling built on service. But service should never require self-sacrifice to the point of exhaustion. We should continue to redefine what it means to be a successful physician by recognizing that caring for ourselves is an essential part of caring for others.

If we truly want a healthier healthcare system, we must begin by caring for the caregivers.

Dr. Julie Lynn Kantor is President, Miami-Dade County Medical Association.



Dr. Patricia Rowe-King with Shane Strum, President and CEO of Broward Health

By Patricia Rowe-King, MD

Every year in July, hospitals across the country welcome a new class of residents and fellows eager to begin the next chapter of their medical careers. While the annual White Coat Ceremony is a meaningful tradition, it represents something even more significant: the future of healthcare.

Graduate Medical Education (GME) is where classroom knowledge becomes clinical expertise. It is where physicians refine their skills, develop clinical judgment and learn the importance of compassionate, patient-centered care. Just as important, it is where health systems shape the next generation of physician leaders who will care for our communities for decades to come.

As healthcare continues to evolve, the demand for highly trained physicians has never been greater. An aging population, increasing patient complexity and projected physician shortages underscore the critical need to expand residency and fellowship opportunities. Health systems that invest in GME are not only strengthening their own workforce but also helping ensure patients have access to exceptional care in the future.

At Broward Health, we are proud to welcome the largest GME class in our history. This summer, 141 new residents and fellows joined our programs, bringing our GME community to 388 physicians in training across 28 residency and fellowship programs. This milestone reflects years of thoughtful growth and our commitment to preparing physicians in specialties that meet the evolving needs of our community, including cardiovascular medicine, emergency medicine, pediatrics, surgery and, most recently, obstetrics and gynecology and pharmacy.

Growth alone, however, is not enough. The quality of medical education depends on providing residents with an environment where they can thrive academically, professionally and personally.

That is why Broward Health recently opened a new 28,250-square-foot GME training and wellness facility at Broward Health Medical Center. Purpose-built for today’s learners, the center includes advanced simulation laboratories, flexible classrooms, collaborative workspaces, resident lounges, private on call suites, a medical library and dedicated wellness spaces. At five times the size of our previous facility, it reflects our commitment to modern medical education while recognizing that physician well-being is essential to delivering exceptional patient care.

Physician burnout remains one of the greatest challenges facing medicine today, particularly during residency. Supporting residents with resources that promote resilience, collaboration and balance is no longer optional. It is an essential component of preparing physicians for long, successful careers.

Equally important are the physician educators who mentor residents throughout their training. Experienced faculty members and program directors play an invaluable role in developing clinical excellence while modeling professionalism, integrity and lifelong learning.

As Broward Health’s GME program continues to grow, so does the strength of its academic leadership. This year, we welcomed some outstanding physician leaders to guide key residency programs, including Dr. Andrew Ryan Martin as Program Director for Infectious Disease and Dr. Mark Shachner as Program Director for General Surgery. Their expertise, commitment to education and passion for mentoring future physicians further strengthen the exceptional learning environment we continue to build.

Graduate medical education is ultimately about more than training physicians. It is about building healthier communities. Residents care for patients every day across our hospitals and clinical settings while learning alongside multidisciplinary teams. They bring fresh perspectives, intellectual curiosity and a commitment to evidence-based medicine that benefits patients, colleagues and the communities they serve.

As our programs continue to expand, our commitment remains the same: to recruit exceptional residents, support them with outstanding faculty and innovative educational resources and prepare them to become compassionate physician leaders. Every investment we make today in graduate medical education strengthens the healthcare workforce our community will depend on tomorrow.

For more information about Broward Health’s graduate medical education, visit BrowardHealth.org/GME.

 Dr. Patricia Rowe-King is Designated Institutional Official, Broward Health Graduate Medical Education.



By Pierre Monice

Health care leaders today face a difficult equation. Labor costs, expenses and economic pressures continue to climb, and many of the decisions shaping our industry happen outside our organizations entirely in policy, regulation and the broader economy. We’re being asked to do more with less. At the same time, the need in our communities keeps growing. In South Florida, too many people still lack consistent access to care.

We can’t control most of these pressures, but we still have to lead through them. That’s the challenge. The opportunity is what we do about it.

At Holy Cross Health, our answer is to grow with intention. We opened a new health center and emergency care facility in Deerfield Beach this year and recently broke ground on another in Fort Lauderdale. But when I stood at that groundbreaking, what struck me wasn’t the construction timeline. It was what’s actually being built: access to care, so people don’t put off treatment because it’s too far away or too difficult to reach.

Growth Doesn’t Mean Being Everything to Everyone

In a market with abundant health care options, we don’t have to be all things to all people. We know what we bring to the table as a faith-based institution, and our job is to double down on it: expanding where the community’s need is real and sequencing investments with discipline rather than growing for growth’s sake.

Philanthropy remains a cornerstone of that growth. This past fiscal year, the Holy Cross Health Foundation raised $15.2 million, funding key investments from a new Community Pharmacy launching later this summer to recent mammography equipment upgrades at the Dorothy Mangurian Comprehensive Women’s Center. As we expand into Deerfield and Downtown Fort Lauderdale, that same generosity continues to fuel both facility growth and patient care access.

As a not-for-profit system, we don’t do this alone. That kind of community partnership is what allows us to keep advancing care even as costs climb, and it’s a reminder that growth in this market isn’t just a hospital’s responsibility. It belongs to the whole community.

Culture Is the Hardest Thing to Scale

Stepping into a bigger challenge doesn’t change the fundamentals of leadership. It’s still about people: being present, having real conversations and staying connected to those closest to the work. As an organization grows, the impact of those behaviors only grows with it. Every new facility and every new team either reinforces what makes an organization work or dilutes it.

Trust isn’t built in big moments. It’s built over time, in how we show up with each other every day. It doesn’t automatically carry over to a new building. You have to be deliberate about it: in who you hire, how you develop leaders at each site, and whether people feel comfortable saying what’s working and what isn’t. Those conversations only happen when trust is already there, which is exactly why it can’t be an afterthought as an organization scales.

Listening Is the Discipline That Makes It Work

Some of my most valuable insights haven’t come from reports or strategy sessions. They’ve come from walking the halls, from new hires forming their first impressions, from patients and families experiencing our organization in real time. Sitting at the top shouldn’t give you all the answers. It should push you to get closer to them and to the people doing the work every day.

That discipline matters more, not less, as we grow. It’s easy for leadership to get pulled into capital plans and opening timelines and lose touch with what’s actually happening on the ground. The communities we serve and the colleagues delivering care every day will tell you what’s working if you’re present enough to hear it.

The systems that succeed in this market won’t simply be the ones that build the most. They’ll be the ones that grow with purpose: clear about who they are, honest about what their communities need, and disciplined about protecting quality and culture as they scale. That’s the standard we hold ourselves to at Holy Cross Health today and as we continue to grow.

Pierre Monice is President & CEO, Holy Cross Health.