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Defending Health Care Investigations Bart Daniel Cory Manning North Carolina Healthcare Association South Carolina Annual Meeting October 28, 2019 1 Introduction to Health Care Fraud Investigations Why such aggressive health care fraud


  1. Defending Health Care Investigations Bart Daniel Cory Manning North Carolina Healthcare Association South Carolina Annual Meeting October 28, 2019 1

  2. Introduction to Health Care Fraud Investigations • Why such aggressive health care fraud enforcement? o Healthcare spending today = 18% of GDP ▪ $3.5 Trillion or more than $10 G per person o 2018: Civil fraud recoveries more than $2.5 Billion o Since the 1986 Amendments to False Claims Act, health care fraud recoveries have exceeded $38 Billion 2

  3. Intro to Health Care Fraud Investigations • Since HIPAA & ACA were enacted, civil and criminal enforcement has increased exponentially • ROI more than $9.00 for every $1 Congress invested 3

  4. Intro to Health Care Fraud Investigations • Difficult to separate Civil from Criminal health care fraud investigations o Most begin as both o Civil AUSA’s work closely with criminal counterparts o OIG & FBI Agents are same in both investigations o Agents & Prosecutors have formed well-trained teams with enhanced weapons 4

  5. Intro to Health Care Fraud Investigations • Prosecutors, Agents & Auditors employ a holistic approach: o Criminal Prosecution o Civil Judgments o Payment Suspensions o Restitution o Forfeiture o Exclusion 5

  6. How an Investigation Begins • Early Warning Signs: o Independent Audit under the Recovery Audit Contractor Program (RAC’s) o Administrative Demands o Civil Investigative Demands o Agent Interviews o Grand Jury Subpoenas o Target or Subject Letters o Execution of Search Warrants 6

  7. How an Investigation Begins • Federal Grand Jury Investigations o Powerful investigative tool o Can compel witness testimony & document production o Power and limitations o Who may be present 7

  8. Investigation Basics • Whether to perform an investigation • Investigative scope • Developing a plan • Documents and electronically stored information • Interviewing witnesses • Dialoguing with regulators • Documenting the process 8

  9. Whether to Investigate • Should we conduct an internal investigation? • Possible bases for such an inquiry: o Notice from DOJ or regulator — FBI, OIG, IRS, SEC, DOD, EPA, OSHA, FDIC, OCC, DOR (state), DHEC (state) ▪ Target or Subject letter ▪ Administrative Demand ▪ Civil Investigative Demand ▪ Grand Jury Subpoena ▪ Execution of Search Warrant 9

  10. Whether to Investigate • Should we conduct an internal investigation? • Possible bases for such an inquiry: o Finding from an internal audit o Whistleblower — noisy resignation letter, exit interview, hotline message, complaint to human resources 10

  11. Whether to Investigate • Determine next steps by reference to facts rather than assurances or pledges about the existence and efficacy of compliance programs or controls. • A sound factual basis is critical in showing that the company’s response to allegations was appropriate, reasonable, and informed. 11

  12. Investigative Scope • Make the scope broad enough to capture all relevant facts to allow the board to make an informed and reasonable conclusion and response to the allegations. 12

  13. Investigative Scope: Considerations • Expense o Both in terms of disruption and hard dollars o This is often the first thing companies consider, which can result in an overly narrow scope. o Expanding the scope later almost always costs more. 13

  14. Investigative Scope: Considerations • Cooperation Optics o Scope limitations are often considered by regulators in determining the level of cooperation provided by a subject or witness in an investigation. o Avoid artificial limitations. o Consider communicating with the regulator on the front end with respect to scoping decisions. 14

  15. Investigative Scope: Considerations • Timing o Time constraints work against making a final scoping determination at the outset of an investigation. o Determine the scope at the outset and consider it an initial scope. o Identify certain events, facts, or findings that could affect the scope. 15

  16. Investigative Scope: Considerations • Geographic and Temporal Scope o Identify all offices and individuals that may have documents and other electronic information. o Determine a timeline of events related to the investigation and use that timeline to define the scope. o This will inform what documents to collect and which individuals to interview. 16

  17. Investigative Scope: Considerations • Geographic and Temporal Scope o Even if the regulator identifies a particular time frame, such a communication is almost always followed the question, “Did you find anything else?” o There is no substitute for the nimble exercise of good judgment to go beyond (as appropriate) a time frame suggested by a regulator. 17

  18. Investigative Scope: Considerations • Documentation o Internally document the scoping decisions that are made, including any events that may change the scope of the investigation. o Such documentation will be subject to the attorney- client privilege and/or the work product doctrine. 18

  19. Developing a Plan • Inform the Board o Inform the entire board if a committee alone made the decision to move forward with an investigation. o Every investigation may not require board involvement. o Any significant investigation (e.g., those involving senior management or allegations that may have a material affect on the company’s financials) will almost always require board involvement and/or approval. 19

  20. Developing a Plan • Stop the Alleged Conduct or Practice o This seems obvious, but it can be overlooked in the rush to get the investigation started or the desire to perform the investigation (at least initially) behind the scenes. o This directive is most effective when it comes from the board or similar authority. 20

  21. Developing a Plan • Select an Oversight Committee o This depends on the issue(s) being investigated. o Selection should be driven by independence and disinterestedness. o Guidance from the Securities and Exchange Commission suggests a committee made up solely of outside directors. o Best practice is to have all but the most minor of investigations overseen by a committee of outside directors, often from the audit committee. 21

  22. Developing a Plan • Who’s the client? o This is usually the company as an entity rather than any specific individual. o In situations involving derivative claims, the “client” is often defined as the oversight committee designated by the board. o Yates Memo considerations will often be part of this “client identification” discussion. 22

  23. Developing a Plan • Identify and Engage Investigation Leaders o External or internal counsel? ▪ Certain matters may be appropriate for in-house counsel in coordination with the audit committee or selected persons from human resources. o Corporate counsel or another firm? ▪ Depends on the nature of the allegations — common refrain ▪ If related to disclosures in public filings (in which corporate counsel would have been involved), it is often better to select other independent counsel. o Who will assist outside counsel? o What does the flow of information and chain of command look like internally? 23

  24. Developing a Plan • Identify and Inform “Need to Know” Individuals o Those individuals critical to the fact-gathering process — e.g., the CFO or controller if the allegations are focused on financial irregularities. o These individuals will be part of the core investigative team and will assist outside counsel in conducting the investigation. 24

  25. Developing a Plan • Determine Internal/External Messaging Strategies o At the appropriate time, the internal message needs to inform employees without paralyzing the organization. ▪ Factual information with the requisite emphasis on confidentiality are critical elements of this message. ▪ The message should also convey that total cooperation is expected and that the information should not be discussed with anyone other than the general counsel or other need-to-know persons who are part of the core investigative team. ▪ Caution favors notifying company auditors as soon as possible about any issues that may raise material questions about the company’s financial statements. 25

  26. Developing a Plan • Determine Internal/External Messaging Strategies o The external strategy needs to consider several factors: 1. Materiality — from a disclosure standpoint 2. Confidentiality concerns 3. Commercial reputation 4. Cooperation optics 26

  27. Developing a Plan • Early consideration of a strategy (as opposed to early external disclosure) is important, because any comments made by company spokespersons may be treated as admissions by the company or cross-examination fodder against the speaker. • The baseline external message should convey the company’s commitment to honesty, a full investigation, and a desire to remedy any violations that might be uncovered by the investigation. 27

  28. False Claims Act • False Claims Act (FCA) imposes liability for submitting a False Claim to the government o Treble Damages o $10,781 - $21,563 per claim 28

  29. False Claims Act • Background of FCA o Enacted during Civil War due to defective munitions sold to the Union 29

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