June 2015 Legal Brief – Firm Newsletter
Posted: June 29th, 2015
Posted: June 29th, 2015
Posted: June 29th, 2015
Joe Campolo, Managing Partner at Campolo, Middleton & McCormick, LLP talks with LI News Radio 103.9 FM host Jay Oliver about his latest Op-Ed piece published in the Long Island Business News, “Six leadership lessons I learned in the Marine Corps.”
Watch a clip of the interview here.
Posted: June 29th, 2015
Campolo, Middleton & McCormick represented RSI Equipment, Inc., a New York based medical equipment distributor, in their sale to Claflin Medical Equipment, a Rhode Island-based medical equipment distributor, effective May 29, 2015.
Claflin will expand their business with RSI Equipment, a family-run business specializing in small and large renovations and new construction for hospitals and healthcare facilities in the New York Metro area.
The deal, closed by the Campolo, Middleton & McCormick legal team of Alan Weinberg, Arthur Yermash, and Lauren Kanter-Lawrence is the latest in the growing trend of significant acquisition work handled by CMM in the healthcare space. “The key to this transaction was understanding the unique needs of our client and then leveraging our expertise across a number of practice areas,” said Weinberg, whose practice covers mergers & acquisitions, corporate matters, and real estate work.
CMM’s mergers and acquisitions team advises corporations, private equity funds, emerging companies, and venture-funded startups on a full range of transactions from both the buyer and seller perspective.
Posted: June 26th, 2015
Published In: Long Island Business News
Tags: management
In a recent opinion article I challenged the Long Island business community to be leaders instead of complainers. The response was overwhelming, with many people asking for some guidance; they wanted to know if I had any rules that I could share. The best rules I know I learned as a Marine.
The U.S. Marine Corps is all about mission, discipline and dedication – principles Long Island business leaders can use to grow their business. Here are six of those lessons:
1. Lead by example. Before you expect your employees to demonstrate personal and professional integrity in their work, you must demonstrate it yourself. Are you the hardest-working person in the company? Taking professional advancement courses? It’s hard to expect it from others if your answer is no.
2. Know your troops. The Marines stress that a leader must know how the people under their command will respond or react during different situations. Whether they require supervision or training or they are ready to take on new challenges on their own, you need to know the difference and provide your employees with the individual support, training and tools that each person requires.
3. Keep everyone in the loop. Want to know what makes for the quickest confusion and poor morale? Lack of information. You can’t expect everyone on your team to know what to do and why they are doing it if you haven’t communicated the situation and made sure everyone knows his or her role. You must be the chief visionary officer and communicate that vision on a regular basis.
4. Make sure everyone understands the goal. Do you know what you’re doing today to build your business? Do your employees know the same thing? Attending a trade show? Does everyone manning the booth know their tactics and objectives? You must be clear and concise when directing your employees and what you expect them to accomplish.
5. Be decisive. Making decisions is tough. When you can’t or won’t or hesitate for a long time to make a business decision, it sends a poor message to your team. It’s your job to get the information you need, make a decision and stick with it. This builds confidence with your team and helps them learn to make decisions on their own, as well.
6. Troops eat first. Too often, business leaders decide how to reward their employees by paying just enough so they won’t leave. That is not a recipe for success; you must build a culture where your employees are rewarded first and fairly. This will be respected and appreciated, and will directly increase morale as well as your bottom line.
The Marine Corps has a list of 11 leadership principles. Last among them says, as leaders, we are ultimately responsible for the decisions and consequences of the people under our command. Take the time to take that seriously. Who’s with me?
Posted: June 22nd, 2015
Published In: IMA Newsletter
Tags: criminal defense, white collar
On May 19, 2015, Assistant Attorney General Leslie Caldwell, the leader of the Department of Justice’s (“DOJ”) Criminal Division, gave a speech offering companies “best practices” guidance for corporate internal investigations.
Presently, the DOJ is guided by the nine factors outlined in Deputy Attorney General Mark Filip’s 2008 memo entitled “Principles of Federal Prosecution of Business Organizations.” These are collectively known as the “Filip Factors.” Factor 5 states that the charging decision depends in part on “the existence and effectiveness of the corporation’s pre-existing compliance program.” U.S. Attorneys Manual (“USAM”) 9-28.300. Caldwell emphasized that a company will get credit from the DOJ only if its compliance program is “effective.”
To develop an effective compliance program, Caldwell recommends that companies go beyond the traditional risk-based approach to compliance and examine all of their lines of business, including those not subject to regulation. Competent internal investigations also comprise an important element of any compliance program.
The best practices Caldwell highlighted for compliance and investigations include:
To deter resistance to developing corporate compliance as an important arm of its business, Caldwell offered the example of Alstom S.A., the French power company, which pleaded guilty in December 2014 to violating the Foreign Corrupt Practices Act. It also agreed to pay a penalty of over $722 million.
When the DOJ discovered wrongdoing by Alstom, it considered Alstom’s compliance program before deciding whether to prosecute. Ultimately, it determined that Alstom’s compliance program was not effective and lacking in many respects, leading to the criminal charges.
A company does not have an obligation to disclose violations of the law to the government or to cooperate beyond lawful process when the DOJ is conducting an investigation. However, if a company chooses to cooperate with an investigation, particularly at an early stage, it can receive significant credit when DOJ considers what action to take.
In offering cooperation, the DOJ values facts over corporate spin, and it wants to see relevant factual findings encompassing a full accounting of all the known facts under review as well as an unfettered identification of responsible individuals, regardless of who they are.
Caldwell also emphasized that DOJ would continue its policy promoting parallel proceedings, in which civil and criminal investigative authorities and regulators will continue to share information about targets. Many targets have bemoaned this “piling on” practice, which can drain a company’s finances and resources. Caldwell defended the practice, stating that different government agencies have different interests and goals. While she promised to carefully consider the impact created by parallel investigations, she offered no specific safeguards against “piling on.” As always, prevention is a company’s best medicine.
For further guidance, Caldwell also recommended thorough review of Non Prosecution Agreements (“NPAs”) and Deferred Prosecution Agreements (“DPAs”) publicly available on the DOJ website in order to measure and compare corporate compliance policies against them.
Companies should take Caldwell’s remarks as a call to examine their compliance programs and the policies and procedures for implementing internal corporate investigations, as well as the resources devoted for such tasks. Compliance programs should be thoroughly reviewed and held up to NPAs and DPAs to measure the effectiveness of such programs and to identify areas requiring improvement. Competent white collar defense counsel may offer guidance here, and companies should definitely consider retaining outside counsel to conduct necessary internal investigations to help maintain independence and to protect the results of any investigation under attorney-client privilege.
Posted: June 22nd, 2015
Tags: environmental law, municipal
LIPA apparently believes, contrary to all evidence, that it need not comply with the State Environmental Quality Review Act (“SEQRA”)[1] before it approves 20-year, fixed rated Power Purchase Agreements for commercial solar electrical generating facilities. One reason may be that it believes the State exempted it from environmental review in 2011 when the State enacted the Power New York Law of 2011.[2] If so, LIPA is wrong.
The Power New York Law of 2011 amended and reenacted Chapter 10 of the Public Service Law, which addresses the siting of major electrical generating facilities. The former version of Article 10 lapsed on January 1, 2003. The earlier version of Article 10 applied to the siting of any electrical generating facility with a rated output of 80 MW or more. The goal was to provide a single procedure to gain approval for the site of major power plants without having to deal with myriad and conflicting local laws, and SEQRA. Few if any base load power plants, intended to operate 24-hours a day to provide a steady source of power for the system, were approved once Article 10 lapsed.
The Power New York Law of 2011 is also designed to provide a single administrative proceeding for the siting of major facilities. The number of major facilities subject to Article 10 expanded, however, because the threshold for “major facilities” was reduced from 80 MW to 25 MW.[3] At the same time, the Legislature added a new Section 173 to the Public Service Law. Section 173 makes clear that Article 10 fully applies to all “major electric generating facilities which any such authority [including LIPA] builds or causes to be built.” However, “[f]or generating facilities which are not major electric generating facilities, none of the above named authorities shall be permitted to serve as lead agency for purposes of environmental review pursuant to the provisions of the environmental conservation law.”
Why would the Legislature bar LIPA from serving as lead SEQRA agency for actions involving non-major electrical power facilities (i.e., those with a rated output of less than 25 MW)? The reason becomes clear when the Assembly Debates are reviewed. Concern was expressed about the way LIPA handled electrical power facilities that were not major (less than 80 MW) under the old Article 10. Numerous peaking facilities (i.e., facilities designed to be turned on only when the power is needed during peak hours) were rated at 79.5 MW to avoid going through the very public review process under Article 10. Although the LIPA approvals were subject to SEQRA, LIPA repeatedly declared itself to be lead SEQRA agency, and inevitably adopted a negative declaration so that a Draft Environmental Impact Statement would not have to be prepared. The result was that peaker plants went wherever LIPA found them to be convenient, without regard for environmental impacts.[4] Assemblyman Losquadro described the problem thusly (Assembly Debate June 22, 2011 p. 83 – 84):
The previous threshold of 80 megawatts led to a proliferation of 79 megawatt peakers all over the place and it was just a mish-mash.
Assemblyman Cahill then commented (Assembly Debate June 22, 2011 p. 84):
[J]ust going back to your previous point that may be of interest to you as well. In this legislation, talking about those 79.5 megawatt peaker plants that were built in New York City and on Long Island, this legislation would specifically prohibit the Power Authority of the State of New York and the Long Island Power Authority from taking lead agency status in the development of a plant that they wish to develop themselves, which may be something that would have prevented those 79.5 megawatt plants from being built back then.
One comment made during the debates in the Assembly in 2011 shows how quickly expectations have changed with regard to the role solar electric generating facilities will play in helping to meet our power needs. Assemblyman Losquadro assumed that the definition of major facilities in the Power New York Law would force all review of electric generating facilities into Article 10 of the Public Service Law:
Well, I’ll tell you one thing that I do like about this legislation is the fact that you did drop the megawatt threshold from 80 down to 25, because for any commercially-viable project, there’s really going to be nothing built less than 25 megawatts.
Within less than a year of the adoption of Public Service Law §173, LIPA issued a series of requests for proposal for renewable energy projects, all of which sought renewable energy projects under 25 MWs. By resolution dated June 28, 2012, the Trustees established LIPA’s Clean Solar Initiative Feed-In Tariff under SC-11 for the purchase of up to 50 MW of distributed solar PV generation renewable resources for a fixed price of $0.22 per KWh under a 20-year PPA (“FIT I”). The maximum project size that would be considered under FIT I was 10 MW. On October 3, 2013, LIPA’s Trustees approved the FIT II program which sought to add an additional 100 MW of renewable energy, but no project could exceed 2 MW. Then, on October 18, 2013, LIPA issued an RFP for an additional 280 MW of on-Island renewable energy. The 280 MW RFP set a minimum size requirement of 2 MW, and a maximum of 280 MW. Nevertheless, on December 11, 2014, when LIPA announced its selections for negotiation of Power Purchase Agreements pursuant to the 280 MW RFP, eleven commercial solar projects, totaling approximately 122.1 MW of installed capacity, were announced, the largest of which was 24.99 MW. Thus, every renewable energy project selected by LIPA since Public Service Law §173 was enacted has been under 25 MW, thus proving that, when guaranteed a fixed price per kWh far above the cost of energy on the open market, projects less than 25 MW are indeed economically viable. It is difficult to imagine that LIPA has not intentionally kept commercial solar projects below 25 MW in order to avoid having the projects go through the Article 10 process. Without having to deal with a Siting Board appointed by the Public Service Commission, and without having to serve as lead SEQRA agency, LIPA appears to have concluded that it can best control the timing of projects if those projects remain under 25 MW. The problem is, LIPA is acting on a faulty premise: because it cannot serve as lead SEQRA agency, it need not comply with SEQRA at all before it approves Power Purchase Agreements.
When Public Service Law §173 was adopted, the assumption was that if LIPA could not be lead agency on its own projects, the Towns would step up and conduct proper environmental review. Unfortunately, with the exception of a proposed commercial solar electrical generating facility in Middle Island, where the Brookhaven Town Board adopted a positive declaration,[5] no other proposed commercial solar farm has resulted in a positive declaration requiring preparation of a DEIS. The cumulative impacts caused by commercial solar electrical generating facilities which should be examined in a Generic Environmental Impact Statement have been addressed in earlier blogs.[6] The key is, Towns must understand that just because LIPA has approved a 20-year Power Purchase Agreement, they cannot assume that it has examined the environmental impacts of the project; it has not.
In fact, not only has LIPA not conducted environmental review before approving Power Purchase Agreements for commercial solar electric generating facilities, its approvals are in complete derogation of its SEQRA obligations.
Nothing in Public Service Law § 173 suggests or implies that the Legislature intended to exempt LIPA altogether from its SEQRA obligations. Indeed, the opposite is true. The reason Section 173 was enacted was because the Legislature wanted to make certain LIPA would no longer act without undertaking proper environmental review of its own projects. The Legislature could not have intended to exempt LIPA from SEQRA altogether because LIPA would then be free to approve these projects whenever it wanted without any environmental review – the very harm the Legislature sought to overcome when it barred LIPA from serving as lead SEQRA agency on its own projects. In fact, SEQRA requires that LIPA withhold approval of any Power Purchase Agreement until the Town where the project will be located completes its SEQRA review.
While LIPA cannot serve as lead SEQRA agency, it remains an “involved agency.”[7] As such, LIPA is obligated to provide relevant information to the lead agency.[8] More importantly, as an involved agency, LIPA is barred from taking any action with regard to the Power Purchase Agreement until the lead agency either issues a negative declaration, or accepts a Draft Environmental Impact Statement as complete.[9]
CONCLUSION
As noted in earlier Blogs, PSEG-LI conducted a reliability study, and concluded that LIPA has sufficient energy sources to maintain reliability through 2024. Thus, the rush to enter into 20-year Power Purchase Agreements at fixed prices 2-3 times the cost of power on the open market with commercial solar providers makes no sense. Even if these out of State commercial giants continue to be permitted to cover property entirely with solar panels, between 5 and 6 acres of open space per MW will be lost to these projects. Because distributed solar panels on rooftops use up no open space, and the electricity goes into the LIPA distribution system at virtually no cost to LIPA or impact on the transmission system, LIPA should be focusing its efforts on ways to maximize distributed solar power. While at one time, LIPA expressed fear that distributed power was problematic because the owners of structures with solar panels on the rooftops were not paying LIPA for the power used, which would result in a loss of revenue, LIPA has eliminated that concern. Earlier this year, it adopted a decoupling mechanism which allows LIPA to maintain needed revenue based on the number of customers it has, and not just on kWhs sold. Each RFP LIPA issues puts more upward stress on the cost of open space, making affordable housing more difficult, while eliminating scenic vistas and altering the character of communities.
LIPA must stop approving Power Purchase Agreements with providers of commercial solar power before SEQRA review has been completed. At the same time, Towns must take their responsibilities more seriously when it comes to being SEQRA lead agencies with regard to proposed commercial solar projects. No more commercial solar electrical generating projects should be approved until a Generic Environmental Impact Statement is prepared so that the cumulative and long term impacts of these projects can be fully explored.
Posted: June 22nd, 2015
Tags: healthcare
Freddy Kreuger from Nightmare on Elm Street, Jason from Friday the 13th, and The Exorcist. This triumvirate struck fear in me as a kid and caused many sleepless nights. Fast forward to present, and the Stark Law invokes similar fears, with its strict liability and draconian punishments for even inadvertent violations. The Stark Law prohibits a physician from billing any federal healthcare program for items or services provided by another entity with whom the physician has a financial relationship, unless the arrangement falls within a statutory exception. See generally, 42 U.S.C. 1395nn.
The Secretary for Health and Human Services has enacted three major regulatory declarations interpreting and refining implementation of the Stark Law. These have been collectively referred to as Stark I, Stark II, and Stark III.
On June 12, 2015, the United States Circuit Court for the District of Columbia took a step forward in clarifying an issue that has flummoxed medical practitioners since the “Stark III” update in 2007. See Council for Urological Interests v. Burwell, 2015 WL 3634632 (June 12, 2015). Medical practices often lease equipment to hospitals, such as radiological equipment, and charge the hospital for the use of the equipment on a per-use, or “per-click” basis. In 2007, Stark III changed CMS’s interpretation of the equipment rental exception and specifically prohibited such per-click leasing arrangements if the medical practice leasing the equipment to a hospital also referred patients to that hospital for services provided using the leased equipment. See 42 C.F.R. 411.357(b)(4)(ii)(B). These per-click arrangements were permitted under Stark II pursuant to the statutory exception for equipment rentals. 42 U.S.C. 1395nn(e)(1)(B)(iv).
In response, the Council for Urological Interests, an association of physicians representing those who lease equipment to hospitals and then refer their patients to those hospitals to perform procedures using the leased equipment, filed a challenge to Stark III’s prohibition of such per-click arrangements.
The argument advanced by the Council of Urological Interests stated that the Stark III rule exceeded the Secretary’s authority under the Administrative Procedure Act (“APA”) and violated the procedural requirements of the Regulatory Flexibility Act (“RFA”).
The D.C. Circuit Court evaluated the challenge in the context of the equipment rental exception under 42 U.S.C. 1395nn(e)(1)(B)(iv). Under that section, a medical provider may lease equipment to a hospital and refer patients to have procedures performed on that equipment so long as “rental charges over the term of the lease are set in advance, are consistent with fair market value, and are not determined in a manner that takes into account the volume or value of any referrals or other business generated between the parties.”
Citing legislative history, the D.C. Circuit ultimately remanded 42 C.F.R. 411.357(b)(4)(ii)(B) to the district court with instructions to remand to the Secretary of HHS for further proceedings. Specifically, the D.C. Circuit held that the Secretary should reconsider whether a per-click ban on equipment leases is consistent with a 1993 Conference Report published at the time Congress passed the Stark Law.
This D.C. Circuit decision is important to health care providers who rent equipment to a hospital and then treat their Medicare patients using the equipment they rent to the hospital. The 2008 prohibition of this practice may begin to crumble, and providers should monitor its progress and take advantage of the ability to once again enter into such per-click arrangements if the current ban is reversed.
Posted: June 22nd, 2015
Dating back at least to the 18th century, the “American Rule” provides that each litigant pays his or her own attorneys’ fees, regardless of the outcome, unless provided otherwise by statute or a contract between the parties. Justice Thomas, writing for the majority in the Supreme Court’s June 15, 2015 decision in Baker Botts v. ASARCO, LLC, referred to this rule as a “bedrock principle” that would serve as the Court’s basic point of reference in evaluating this dispute from the Fifth Circuit.
The case stemmed from defense of a bankruptcy fee application by two law firms that had represented respondent ASARCO in its bankruptcy. Following the bankruptcy proceeding, the firms sought compensation under §330(a)(1) of the Bankruptcy Code, which provides that a bankruptcy court “may award . . . reasonable compensation for actual, necessary services rendered by” professionals. The firms also filed fee applications as required. The bankruptcy court eventually awarded $120 million in fees to the firms. While that fee may not have thrilled ASARCO, at issue was an additional $5 million in fees for time that the law firms spent defending their fee applications, which the bankruptcy court determined the law firms could recover. On appeal, however, the Fifth Circuit reversed, citing the American Rule and finding that the beneficiary of a professional fee application is the professional, not the litigant, and thus the professional is not entitled to compensation for defending a fee application.
The Supreme Court, in a 6-3 decision, agreed. The Bankruptcy Code authorizes compensation “for actual, necessary services rendered,” which the parties did not dispute equaled $120 million. But the bankruptcy rules “neither specifically nor explicitly authorize[] courts to shift the costs of adversarial litigation from one side to the other—in this case, from the attorneys seeking fees to the administrator of the estate—as most statutes that displace the American Rule do.” Defense of a fee application, the Court determined, is a separate activity that does not factor into the compensation authorized under the Code.
Posted: June 22nd, 2015
Tags: elder law, estate planning
Many of my senior clients see joint ownership of all their assets (such as investment accounts, bank accounts and real estate) as a cheap and easy way to avoid probate since joint property passes automatically to the joint owner at death. They feel that joint ownership can also be an easy way to plan for incapacity since the joint owner has the immediate ability to pay bills and manage investments. These are all true benefits of joint ownership, but there are a number of potential drawbacks that I feel greatly outweigh the benefits.
The first drawback is that there’s an inherit risk involved. You need to remember that each joint owner of each account has complete access and the ability to use the funds for their own purposes. It wouldn’t be the first time that I’ve seen children who are caring for their parents take money in payment without first making sure that their siblings are all on board. Or worse, they use the money for their own purposes. In addition, the funds are available to the creditors of all joint owners (such as in bankruptcy or in a lawsuit) and could be considered as belonging to all joint owners should they apply for public benefits or financial aid.
Another drawback is that there may end up a very inequitable distribution in the end. If you have one or more children on certain accounts, but not all children, at your death some children may end up inheriting more than the others. While you may expect that all of the children will share equally, and often they do, there’s no guarantee. Having several different children on different accounts becomes extremely difficult and confusing. You have to constantly work to make sure the accounts are all at the same level, and there are no guarantees that this constant attention will work, especially if funds need to be drawn down to pay for care.
Further, as silly as it sounds, you need to expect the unexpected. A system based on joint accounts can really become a mess if a child passes away before the parent. Take the example of someone putting their house in joint names (with rights of survivorship) with her son to avoid probate and Medicaid’s estate recovery claim. If the son died unexpectedly, the daughter‑in‑law or grandchildren would be left with only a small piece of what they were supposed to get. This non-probate asset just became a probate asset and would be (typically) divided up as per the Will, between all the children.
I will admit that joint accounts do typically work well in two situations. First, when you have just one child and everything is to go to him, joint accounts can be a simple way to provide for succession and asset management. It has some of the risks described above, but for many clients the risks are outweighed by the convenience of joint accounts.
Second, it can be useful to put one or more children on your checking account to pay customary bills and to have access to funds in the event of incapacity or death. Since these working accounts usually do not consist of the bulk of your estate, the risks listed above are relatively minor. I actually recommend this quite often to clients as banks prefer working with a joint account holder than a person with a power of attorney for everyday transactions.
For the rest of your assets, Wills, trusts and durable powers of attorney are much better planning tools. They do not put your assets at risk. They provide that your estate will be distributed according to your wishes, without constantly reassessing account values in the event of a child’s incapacity or death, and they provide for much simpler asset management in the event of your incapacity.