Master of Health Administration

The MHA degree program was established in 2000, and graduated its’ first class in 2003. It received initial CAHME accreditation in November 2020. Administratively, the program is housed in the School of Allied Health Sciences (SOAHS), Division of Health Care Management.  The SOAHS is one of four schools/colleges and institute that make up the Health Science Center on campus.  Other components of the center are pharmacy, nursing and public health.

 

Curriculum Description

A minimum of forty-seven (47) credit hours are distributed among core courses, including a capstone, and the fieldwork/residency component. Courses in finance, statistics, and application of research methods are designed to help students develop problem-solving and decision-making skills. Management, marketing, planning, and leadership courses are included in the curriculum to acquaint students with the conceptual framework and operational aspects of health services administration. The curriculum also includes courses that develop students’ understanding of the social, legal, and political factors affecting the health care delivery system. A capstone course and the administrative residency represent the integrative components of the curriculum.

The program is designed to meet the educational needs of both traditional and nontraditional students. With classes offered in the evening, and in the online/hybrid format, the program is ideal for those individuals who wish to maintain their full-time employment while pursuing a graduate degree in health administration.

MHA Curriculum Map here
Gradute Academic Policies and Procedures

 

Program Teaching, Learning and Assessment Methods


The MHA program utilizes a variety of teaching and learning methods based on the course competencies, and desired mastery category and level.  The mastery categories are:

The Novice level reflects basic skills encompassing knowledge and comprehension. The Bloom’s Taxonomy levels for Novice are 1 and 2. Courses at the Novice level utilize lectures with discussion, guest lecturers, research papers, and some teamwork. 

 The Competent level focuses on intermediate skills encompassing application of knowledge and problem analysis. The Bloom’s Taxonomy levels for Competent are 3 and 4. Competent learning activities include case analysis, several team projects, integrative exercises, strategic planning, evaluating health care delivery services, simulations and quality improvement proposals.

 The Proficient level reflects professional competency, advanced skills encompassing the ability to evaluate, judge and synthesize information.  The Bloom’s Taxonomy levels for Proficient are 5 and 6. Similar to Competent, the Proficient level learning activities include case analysis, several team projects, integrative exercises, strategic planning, evaluating health care delivery services, simulations and quality improvement proposals.

Assessment methods range from exams, quizzes, assignments, interviews, oral presentations, papers, proposals and project deliverables.

 

Admission Criteria

 In addition to earning a baccalaureate degree from an accredited college or university, applicants must have:

1)   A minimum undergraduate grade point average of 3.0 for the last 60 credit hours or documentation of a graduate degree; and
2)  Graduate Record Examination (GRE) or Graduate Management Admission Test (GMAT) score of 300 or 600 respectively.

Applicants are required to upload the following documents to the CollegeNet electronic portal: application, a resume, three letters of recommendation, academic transcripts, a personal statement, and GRE or GMAT score.  Both scholastic and experiential factors are weighed in screening prospective students. Candidates will be interviewed by the Admissions Committee.

Apply here: www.applyweb.com/famug/index.ftl
MHA Student Handbook

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Program Competencies

The competencies that guide the MHA Program are adopted from the Healthcare Leadership Alliance Competency Directory which identifies competencies that are important across diverse professional roles within healthcare management.  The Healthcare Leadership Alliance (HLA) is comprised of the following organizations: American College of Healthcare Executives (ACHE); American College of Physician Executives (ACPE); American Organization of Nurse Executives (AONE); Healthcare Financial Management Association (HFMA); Healthcare Information and Management Systems Society (HIMSA); Medical Group Management Association (MGMA) and its certifying body, the American College of Medical Practice Executives (ACMPE). 

Competency 1.1: Building Effective Working Relationships: Understanding the importance of shared decision-making, dispute resolution, determining stakeholder expectations, exhibiting integrity, and building trust.

  • Create, participate in, lead teams, facilitate group dynamics, process, meetings and discussions.
  • Identify and utilize human and technical resources to develop and deliver communications.
  • Describe stakeholder needs and expectations.
  • Formulate and communicate organizational mission, vision, objectives and priorities.

Competency 1.2: Developing Effective Communication Skills: Understanding the importance of effective communication, cultural competency, non-verbal communication, listening skills, and appropriate utilization of communication methodologies.

  • Recognize, value, and demonstrate correct behavior when communicating with diverse internal and external cultures.
  • Prepare and demonstrate effective written communication, oral communication, and presentation skills using the principles of communication and their specific applications.
  • Provide and receive constructive feedback.
  • Demonstrate and utilize applicable business communications practices and principles including meeting agendas, presentations, business reports, and project communications plans.

Competency 2.1: Regulatory Environment: Knowledge and understanding of the health care and business regulatory environments.

  • Articulate legal and regulatory standards for health care professionals and organizations.
  • Examine and assess the organization including corporate values and culture, business processes and impact of systems on operations.
  • Interpret and develop basic business contracts from a legal and financial perspective.

Competency 2.2: Leadership Theories: Knowledge of leadership theories, ability to conduct self-assessment, understanding of theory application.

  • Recall and value leadership theory, styles, techniques, and use situational applications.
  • Ability to incorporate and apply management techniques and theories into leadership activities.

Competency 3.1: Ethical Behaviors: Knowledge of ethical professional expectations, standards, and behaviors.

  • Assess and determine conflict of interest and unethical situations as defined by organizational and professional bylaws, policies, procedures, and codes of ethics.
  • Recall and apply organizational business and personal ethics and adherence to ethical principles, e.g. patient’s rights and responsibilities.
  • Compose, develop, and participate in personal career planning.
  • Explain and describe the implications of human subject research.
  • Complete self-assessments, acquire, and remain current with the professional body of knowledge.
  • Demonstrate appropriate industry-specific normative interpersonal behaviors.

 

Competency 4.1: Healthcare Milieu: Aptitude and knowledge of the health care infrastructure and key stakeholders.

  • Identify and compare the various providers and their roles, interdependencies, integration, competitive, and regulatory forces guiding health care delivery.
  • Compare and contrast the patient perspective and employee perspective.
  • Assess and explain the relevant trends in health care delivery.
  • Evaluate and interpret the interrelationships among access, quality, cost, resource allocation, accountability, and community.

Competency 4.2: Health Care Policy: Knowledge of policies affecting the health care industry and the role of regulatory agencies.

  • Evaluate the governmental, regulatory, professional, and accreditation forces guiding health care delivery.
  • Examine the public policy matters and legislative and advocacy processes.
  • Advocate and participate in healthcare policy initiatives.

Competency 4.3: Technology Advancement: Knowledge and understanding of the use of information and decision-making technologies.

  • Explain healthcare technological research and advancements.
  • Design and develop information systems continuity including disaster planning, recovery, backup, and natural disasters.
  • Explore the role and function of information technology in operations and health informatics.
  • Discuss and apply technology trends and clinical applications.
  • Demonstrate knowledge of administrative systems and programs.
  • Develop and analyze technology security requirements.
  • Discuss the changes in information systems and technology trends.

Competency 4.4: Health Care Economics, Quality, Performance Management and Measurement: The ability to understand and analyze individual and aggregated data.

  • Seek and apply information from a variety of sources to stay current with market and industry.
  • Utilize quality improvement theories, frameworks, planning, and management.
  • Employ basic statistical analysis used to conduct needs analysis, identify and prioritize requirements.
  • Demonstrate cause and effect relationships.
  • Ability to collect, manipulate, analyze, understand, and explain data from internal and external sources relevant to each situation to support a decision or recommendation.

Competency 5.1: Financial Management Skills: Knowledge of finance and accounting, ability to create and manage budgets, and proficiency with decision-making skills based on financial data.

  • Distinguish among the various funding, payment, and reimbursement methods and standards.
  • Apply basic accounting principles, cost accounting, and financial statements.
  • Demonstrate knowledge of financial management, revenue generation, and financial analysis principles.
  • Develop, prepare, and manage budgets, including annual operating budgets, project budgets, and capital budgets.
  • Explain reimbursement methodologies, principles, techniques, and ramifications including rate setting and contracts.
  • Demonstrate critical thinking skills and analysis.

Competency 5.2: Human Resources Management: Knowledge of regulations and laws governing human resources, ability to make strategic decisions based on resources, understanding of organizational structures, designs, awareness, and governance.

  • Explain and apply human resources laws and regulations, worker safety, security, and employee health.
  • Discuss organizational policies and procedures, systems theory, governance theory, and structuring.
  • Design and develop recruitment, selection, and retention techniques and compensation and benefits practices.
  • Define staff roles, responsibilities, and job descriptions and manage departmental processes.
  • Identify the principles and practices of management and organizational behavior.
  • Develop and apply employee satisfaction measurement, motivational and improvement techniques.
  • Compare and contrast performance management processes.

Competency 5.3: Strategic Management: The ability to understand and analyze the relevant components of the external market impacting business decision-making, understanding of market dynamics, ability to integrate demographic, cultural, political, regulatory environments, and market resources into decision-making.

  • Explain and apply characteristics of strategic decision support and strategic planning principles.
  • Analyze and integrate organizational mission, vision, objectives, and priorities into strategic plan.
  • Utilize comparative analysis strategies.
  • Demonstrate techniques for business plan development, implementation and assessment.
  • Ability to integrate information from various sources to make decisions and recommendations.

 

 

MHA Advisory Board Members

Name

Affiliation

Patty Ballantine

Chief Operating Officer- Care Point Health & Wellness Center
Tallahassee, FL

Linda Blackshear, NHA

 

Administrator- River Chase Health and Rehabilitation Center
Quincy, FL

Lynn Dorvil, MHA

Medical Practice Manager- FSU Senior Health, College of Medicine, FSU Tallahassee, FL

Kallie Donaldson, MBA, MHA

Program Manager and Adjunct Professor School of Nursing and Division of Health Care Management
Florida Agricultural and Mechanical University

Jonathan Jean-Marie, MSHA, FACHE

Vice President & Administrator- Loma Linda University Medical Center
Loma Linda, CA

Lerenda Johnson, MHA

Hospital Administrator, Kindred Healthcare
Los Angeles, CA

Kebbi Kelley
 
MHA Candidate and Graduate Student Association President

Lenetra King, MHA, FACHE

 

Chief Operating Officer, Program Development and Integration
Channel Texas Health Resources
Fort Worth, TX

Johnathan Leonard, MSHA, LSSGB

Senior Project Manager, United Health Group
Houston, TX

Kelly Malloy, MBA/MHA, FACHE

Administrative Director of Operations
Co-Ethics & Compliance Officer
HCA Capital Regional Medical Center
Tallahassee, FL

Donald Mitchell, RN, FACHE

Chief Nurse, OPC/CBOC- North Florida/South Georgia
Veterans Health System
Gainesville, FL

Barbara Mosley, PhD, RHIA Professor (Retired), School of Allied Health Sciences
Florida Agricultural and Mechanical University
Greater Memphis, TN area
 

Tiffany Northern, MSHA, FACHE

Vice President of Operations, MedStar Washington Hospital Center
Washington, DC

Sherrick Orie, MSHA, LSSBB

Vice President of Operations, Cardinal Health
Greater Chicago, IL Area

Felicia Roberson, MHA

Management Review Specialist/SHO (Supervising Hearing Officer)
Division of Disability Determinations- Florida Department of Health
Tallahassee, FL

Temple O. Robinson, MD

 

Chief Executive Officer - Bond Community Health Center, Inc.
Tallahassee, FL

Andrea G. Thomas, DHSc, MBA, MPH, CHEP, FACHE

Chief Administrative Officer- Bayfront Health
Punta Gorda, FL

Marcus West, MHA, CSP

 

Manager, Community Health and Planning – Leon County Department of Health Tallahassee, FL

Latania Whorms MHA Candidate and Graduate Student Association Treasurer

Yashica Wilson-Hearns, RRT, MSHA

Vice President Support Services- Tallahassee Memorial Health Care Tallahassee, FL

 

 

MHA Program Frequently Asked Questions 

 

Established in 2000, the MHA program admitted its’ first class in August 2001 and graduated the first class in 2003.

The Commission on Accreditation of Healthcare Management Education (CAHME) is the organization that accredits graduate programs in health administration.  Accreditation is a two phase process:  candidacy and accreditation.  The program is preparing for the initial accreditation site visit in spring 2020.  Obtaining full accreditation is our goal.

No, our graduates have been very successful competing with other MHA graduates for employment and administrative fellowships across the United States. However, due to fellowship application deadlines, summer graduates may not be eligible for fellowship opportunities until the following summer. Most of our graduates are employed within 90 days of graduation. 

Chief Executive Officer, Chief Operations Officer, Vice President of Operations, Practice Manager, Director of Operations, Operations Manager, Network Manager, Health Systems Specialist, Systems Coordinator, Compliance Officer, Nursing Home Administrator, Project Manager, Assistant Administrator, Program Manager, Analyst, Patient Advocate Coordinator, and Team Lead Coordinator.

Community Health Centers, Clinics, Consulting Firms, Health Insurance, Healthcare Associations, Managed Care Organizations, Hospitals, Home Health Agencies, Assisted Living Facilities, Medical Group Practices, Mental Health, Health Departments, Rehabilitation Centers, Skilled Nursing Facilities, Pharmaceutical Industry, and Government Agencies.

Yes. The background screening is required prior to residency/fieldwork placement. Students are required to pay for their background screening.  The minimum cost is about $100.

Students are admitted twice a year, fall and spring.

The deadline for fall admission is July 1 and the deadline for spring admission is November 15.

 

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