* Unilaterally calculated new FMAP figures in the 2009 Recovery Act, for the House Budget Subcommittee on Health, preventing the Governor from cutting Medicaid rates for hospitals and other major providers by 10%;*Initiated a GHA driven hospital(s) medical condition driven charge database for the public;*Initiated a GHA RAC task force to lessen impact of Medicare refunding to contractors;*Developed the database for GHA consultants on state hospital tax programs, allowing for pro-forma analysis of impact and development of necessary protections;*Worked with the Department of Workers' Compensation for a dozen years in support of maintaining hospital payment rates, which are approximately 46% of charges. Developed a well-paying outlier methodology for burn, trauma and high cost cases;*Responsible for the GHA Council on Smaller Hospitals from 1985 to 2007;*Met with AHA, OIG, and tthe HCFA Director of Policy, on rural hospital payments for hospital based clinics, resulting in protection for rural hospitals under 50 beds in the Balance Budget Act of 1996;*Established specific hospital audit guidelines with Georgia insurance managers, requiring the national Health Inisurance Association of America to publish their own guidelines for "overcharges", and to add "undercharges" found in the audit.*Designed and negotiated thru a Governor's Hospital Task Force, the Georgia hospital prospective payment system which was in effect from 1983 to 1998;*Initiated the first state Medicaid DSH plan, paying 34 hospitals an additional 3% add-on to their payments; *Hospitals paid for transferred Katrina patients;*Created the reports from hospitals: for State Health Planning Agency - the Hospital Financial Survey; and for Medicaid the Hospital Indigent Care Survey Reports;*Got hospitals paid for Medicaid bills when the TCC computer system failed to process payments accurately for over a year;*Forced Medicaid to adopt InterQual for Medicaid admissions.

The HCCB was charged with analyzing hospital costs and holding public hearings on hospitals' found to have high costs, in order to reduce expenses to the public.Hired and supervised 6 analysts to process Medicare/Medicaid cost reports, providing information on services, charges and costs.Worked with economists on staff to develop software to group "similar" hospitals by characteristics, such as annual admissions, number of physicians and physician specialties, location, etc. This turned out to be similar to software being written for Medicaid's payments to hospitals in Georgia, under an approved federal waiver. The Florida Hospital Association VP for Economics recommended me to the Georgia Hospital Association accordingly.

Responsible for producing the annual hospital budget for revenues, and providing assumptions and tools for department heads to produce their expense budgets. Worked with department heads to improve their management controls and budget variation analysis.Responsible for producing the annual Medicare/Medicaid Cost Report; joined the Florida Hospital Association group appeals; and worked with Blue Cross (FI) auditor on re-classifying L&D labor costs to OB and with the controller to expedite depreciation of the newly constructed tower to expense in the current year depreciation and interest on the cost report.Served as chairman and analyst for quarterly meetings, with a half dozen hospital CFO's in the central/eastern Florida region, utilizing the AHA Monitrend Report to examine departmental cost and revenue comparisons within the state and to national norms.Received approval from HCFA to base bi-weekly Medicare PIP payments on the annual hospital budget projections instead of the quarterly HCFA reports used by hospitals nationally.Developed financial analysis to smooth the monthly financial statement "bottom line", by taking greater Medicare contractual discounts during high volume months. Prepared an article "Smoothing the Bottom Line", which was published by the national Health Care Financial Management Association in it's monthly magazine.Performed all of the Duff and Phelps financial projections for the bond issue to build an new four story patient tower.Negotiated 2 union contracts with the Florida Nursing Association, which represented all RN's.

Hired to staff expected Defense Department contract, which was to develop a guidance system for nuclear warheads to land within 10 feet of a Russion silo. DoD decided to not fund the program.

Projected the Pan American and RCA expenses incurred to support each launch of a non-defense satellite from Cape Canaveral. Part of team which prepared the 3 year contact bid for Pan Am and RCA to retain the contract wih the Air Force. Pointed out to section leader and assistant that their computations inverted the employee overhead costs allocated to Pan AM and the RCA (subcontractor to Pan AM). The unrevised cost projections were eventually rectified by the Accounting Manager.

Provided administrative support to 10 engineers and 35 draftsmen. Found January 1970 one of the first "Y2K" computer problems, as only one computer digit was used for the annual dates on the PERT chart "expense and projection" contract job reports. Raytheon experienced large plant layoffs following defense department research budget cuts, in order to support the war in Vietnam