Cold Season Takes Its Toll: Interesting Posts Without Comment

Out partners having taken turns being “under the weather” these last two weeks we refer you to two interesting posts without comment. We will be back real soon offering out own perspectives.

The first, a little bit “tongue in cheek” but appropriate for the day is from Law.com, by Tresa Baldas,  “Employment Attorneys’ Halloween Advice: Beware Tarzan, Toga’s and Naughty Nurses.”   The second, very serious, is from ABAJournal.com, by Martha Nell, “Dell Sued Over Claimed ‘Concrete Ceiling.

Retaliation Claims Are Difficult for Either Side

A recent Law.com post explored retaliation claims from both the employer and the employee side. The post was entitled “Lawyers Urge Employers to Shift Strategy Toward Retaliation Claims” and was by Tresa Baldas of The National Law Journal.

By “retaliation claims’ we mean claims made by employees under anti-discrimination statutes claiming that after they complained of discrimination the employer retaliated. Law.com reports that retaliation claims rose by 18% in 2008 and reached record levels.

 

According to the post, employer-side attorneys are urging employers to fight back against an “onslaught’ of retaliation claims. They stress that “shoddy” work or “unethical”behavior should not be ignored just because a retaliation suit could follow. Law.com also reports that employers are wary of retaliation claims, especially after one court held that reprisals such as changes in shifts and exclusion form meetings as retaliation.

 

But, according to Law.com, employee-rights attorneys stress that retaliation claims are even more difficult for employees. They note that employers have gotten “very clever” at retaliation. Law.com quotes one employment attorney, Gary Phelan, summing it all up as a matter of timing and comparison:

 

Retaliation is all about timing. You complain, and then compare what happened before and what happened after. It makes juries angry and it lends itself to punitive damages.

 

We agree. In this blog, we take the perspective of the small business owner or manager and try to derive better management practices from developments in the world of business litigation (within which we include employment matters). From that perspective, documentation of “shoddy” work and “unethical” behavior should have begun long before a retaliation complaint was made. In that case, documentation and disciplinary action related to  “shoddy” work would merely have continued as before.  It should not be seen as a new practice, possibly a reprisal, in response to a discrimination complaint.

 

And, if trying to employ “better” practices, an employer just wouldn’t think of resorting to petty actions such as arbitrary shift changes or exclusion from meetings.   If the employer needs to make some legitimate changes in working conditions that might be perceived as “retaliation,” the employer should consult an attorney.

 

In legal blogs, the suggestion “consult an attorney” can sometimes come across as mere self-promotion. But, remember the situation we’re discussing is that a discrimination complaint has already been made. The complaint needs to be taken seriously. At that stage, you absolutely should be consulting an attorney and reviewing proposed changes in the complainant’s working conditions.

Many Lessons Learned: NY Court of Appeals Rules "Executives" Can Be "Employees"

A recent decision by New York’s highest court offers many practical lessons while ruling that “Executives” can be considered “Employees” for the purpose of determining whether certain deductions from wages are permissible under New York’s Labor Law.

The case, Pachter v. Bernard Hodes Group, Inc., 10 N.Y.3d 609, 861 N.Y.S.2d 246 (2008) was brought to our attention by the New York Law Digest, edited by David D. Siegel, No. 586 (October 2008) of the New York State Bar Association,

 

At a minimum, we draw the following lessons from the facts and the rulings of the Court:

 

  • Regardless of a long-standing relationship or the advantageous nature of the relationship, some employees will sue;
  • Employee classifications subject to legal exemptions, such as “Executive” in this case, can be successfully challenged;
  • The Court can “giveth” with one hand, and “taketh away” with the other;
  • A written contract might prevent litigation or reduce the trouble and expense.

In brief, the facts are that an employee for a marketing organization chose to be compensated on a commission basis rather than straight salary. The Court noted that the arrangement, going on for over a decade, allowed the employee to earn $100,000 to $200,000 per year instead of the $40,000 to $75,000 available on straight salary. Certainly, that can be considered an advantage to the employee. 

 

Nonetheless, when the employee left, the employee sued claiming that certain deductions taken from the commissions, although the employee was aware of them at all times, are not permitted under New York’s Labor Law. The company countered that the employee was an “Executive” as defined under the Labor Law and exempt from the prohibition against the deductions.

 

The Court of Appeals had two somewhat technical legal questions before it: (a) is an executive entitled to the protections extended to employees in Article 6 of the Labor Law; and (b) in the absence of a written agreement, when is a commission “earned” and, therefore, becomes “wages” subject to the Labor Law’s prohibition against the deductions.

 

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Firm News: Anniversary Celebrated

Over this weekend, we took time out to acknowledge the seventh anniversary of the founding of this firm and the second anniversary of the present partnership.  Our thanks to clients, friends and family members who have helped us survive, succeed and grow.  My partner started her practice when times were tough because of the 9-11 events and we hope the lesson of perseverance Will serve us well.  We look forward to surviving the current environment and celebrating future anniversaries.

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Default Judgment Recommended for Destroying Evidence by Replacing Computer

Abajournal.com reports that a federal magistrate in the Eastern District of New York (Brooklyn) has recommended a default judgment as a penalty for the intentional destruction of evidence.  According to the report, the destruction was accomplished by secretly replacing the defendants' computer. The post ("Magistrate Rcommends Default Judgment for Destroyed Evidence”). is by Debra Cassens Weiss.

According to Abajournal.com , the defendants apparently tampered with their new computer’s calendar/clock to make it seem like an older computer and uploaded files (apparently other than the files sought for discovery). 

 

A default judgment is a severe penalty; in effect, the defendants will have lost the case.

 

This story serves as a reminder that records on your computer are evidence. In case of a lawsuit, the computer records become discoverable. As illustrated in this case, the penalties for intentional destruction of evidence can be severe.

 

Image: Blue gavel from Wikipedia Commons.

Good Advice From New Jersey About Severance Agreements

A post by Frank Steinberg in the New Jersey Employment Law Blog provides some good advice about severance agreements (“More Terminations, More Severance Agreements”).

Although we do not practice in New Jersey, the advice is generally applicable in other jurisdictions.

 

I recommend the entire post and will not try to summarize it because a lot would be lost. As a highlight, however, I like the following point: if you are going to hire an attorney, do so from the start because employers will tend to be inflexible if an attorney is introduced into the middle of negotiations. I would add only: act quickly before your time to review the severance agreement is about to expire.

 

Image: George Washington Bridge from Wikipedia Commons.

Annual Gift Tax Exemption Increased to $13,000

The Utah Business, Real Estate and Estate Planning Blog, in a post by Matt Fanhauser, has alerted us to an increase in the federal annual gift tax exclusion, effective January 1, 2009, to $13,000 or, when a spouse joins in the gift, $26,000.

Federal tax law provides that the exclusion amount increases with inflation but only by $1,000 increments. Thus, it does not increase every year but only when the formula for the increase results in a $1,000 increase.

 

The annual gift tax exclusion is important for small business owners because lifetime, tax-free gifts provide a way to reduce the federal tax bite on estates that potentially would be taxable at a rate of 45%. 

 

We have always included within our mandate to discuss litigation issues the discussion of appropriate steps one may take to reduce the likelihood of often bitter litigation by one’s beneficiaries. That means a developing a good estate plan which, in part, may include a plan for making tax-free or discounted gifts during one’s lifetime.   

Reminder From NY Appellate Court: In Real Estate, Rely Only on the Written Contract

A New York Appellate Court, in a recent decision, reminds us that in a real estate transaction, the parties should rely only on the written contract. The case is Friedman v. Kagan, 2008 Slip Op. 07624 (2d Dep’t).

The plaintiffs commenced the lawsuit because, having purchased a single family residence, they claimed the defendant/sellers dissuaded them from having the basement professionally inspected for mold. The house was contaminated with “toxic” mold. But, the written contract included a disclaimer that the purchasers were not relying on oral representations and the house was being sold “as is.”

 

The trial court granted summary judgment to the defendants and the appellate court affirmed. For our non-lawyer readers, that means decision for the defendants without a trial because there are no facts at issue. The facts not at issue are that the written contract disclaimed any reliance of oral representations.

 

The plaintiffs tried an alternative theory that the mold was fraudulently concealed but that went no where either.

 

We shouldn’t need the reminders but, being human, repetition is helpful: a real estate contract has to be in writing. A disclaimer, similar to that found in this case, tends to be the norm. Thus, the parties should not rely on oral representation, they should “get it in writing.”

 

Image: Slime Mold from Wikipedia Commons

Article Summarizes New York Law Regulating Foreclosures and Subprime Lending

The Real Property Law Section Blog, a private blog of the New York State Bar Association, recently alerted us to an article summarizing new legislation in New York designed to protect homeowners in foreclosure and subprime borrowers. The article is by Kirsten Keefe and Elizabeth Hasper or the Empire Justice Center and is entitled “New State Law Addresses Mortgage Foreclosure Crisis and Subprime Lending Abuses.”

A summary of a summary may inevitably leave out important information so we recommend reading the entire article. However, among the highlights that we noted:

 

  • Criminalization of “Residential Mortgage Fraud;”
  • Ninety-Day Pre-Foreclosure Notice;
  • Mandatory Settlement Conferences;
  • Restrictions on Mortgage Brokers;
  • Regulation of Mortgage Servicers.

And, we noticed that in various places the remedies can include reimbursement of attorneys’ fees and even treble damages.

 

In short, the new Foreclosure Prevention and Responsible Lending Act appears to be tough. It creates new requirements for lenders and brokers, created new defenses for borrowers and, in addition to criminalization of outright fraud, created new remedies for borrowers who have been abused. We’ll have to wait to see how it works in practice.

Connecticut's Probate Court System Losing Money

Legal Blog Watch brought to our attention last week the curious fact that the State of Connecticut’s Probate Court system is losing money - - according to reports, $20,000 each day (“Connecticut Probate Court on the Verge of Bankruptcy”). The report was also carried by Hartfordbusiness.com.

The story seems odd since you would think that a court system could always raise fees. Hartfordbusiness.com suggests a partial explanation in that courts in wealthier suburbs and make money on estates but subsidize the cities where the courts deal mostly in guardianships which don’t make money (and possibly insolvent estates). According to Legal Blog Watch, the courts bear the expense of paying outside counsel to represent indigent children and the mentally disabled.

 One wonders, given the title of the Legal Blog Watch, can the probate court go to bankruptcy court? 

 

In any case, this story is a little “off topic” for us since on the surface it has little to do with managing or learning from litigation. But, we can learn strategic management lessons from the plight of the probate courts. Without claiming special expertise in the management of Connecticut’s probate courts, there are some obvious characteristics that we could question from a management perspective:

 

  • Probate courts are organized and spread out at the level of cities and towns, rather than consolidated at the county level or into more efficient and larger districts;
  • Probate courts are supposed to be self-sustaining but are also burdened with the mission to subsidize the indigent;
  • Apparently, there is subsidization across geographic lines with the consequence that the suburban towns now subsidizing the cities are not likely to support fee increases;

The overriding goal of the probate court system apparently is to be close to the individual cities and towns. Each town has its own probate court and judges are elected. The State will probably correct the current financial problem appropriately without much controversy. But, as a learning experience, this temporary glitch demonstrates how elements of the operating “model” of an organization can present challenges to its success.

Controlling Litigation Costs

Law.com carried an interesting and useful post by Stewart Weltman of The Corporate Counselor on best practices to control litigation costs and optimize results (“Rules of Thumb To Rein in Litigation Costs and Optimize Results”).

Before commenting on the substance of the article, I need to make clear an important distinction (from our point of view) and a useful quibble.

 

First, the distinction: the article is written as advice to in-house corporate counsel. Our experience is mostly with clients who are far from the size where they would employ full time in-house counsel. Thus, the strategies to reduce costs would be selected and applied by non-lawyer business people. 

 

The quibble is that if the author’s advice is taken just a bit too far, in-house counsel will end up micro-managing the litigation and relieving outside counsel of accountability for results. All the major strategic and tactical decisions would be taken by in-house counsel. In our case, the decisions would be made by non-lawyer managers and proprietors.

 

All of the above having been said and noted, the substance of the article can be turned around and re-characterized as a more general identification of options to be presented to the client (with or without the mediation of in-house counsel) along with an identification of the associated risks. There are risks. When you choose to dispense with a “needless” deposition, you better be right about the “needless” part.

 

I strongly recommend reading the full article to fully appreciate the “rules of thumb” to control costs and optimize results presented by the author. But, here is how I would boil them down:

 

  • In motion practice, choose your battles carefully, don’t make every motion possible;
  • Don’t make every argument, urging a losing position loses credibility;
  • Don’t get into discovery disputes: produce more, rather than less; limit your document requests and don’t use interrogatories;
  • Dispense with needless depositions and presume they are not needed until demonstrated otherwise;
  • Don’t train your adverse witnesses with your best cross-examination at depositions;
  • Don’t employ an ediscovery team;
  • Do employ a “devil’s advocate” lawyer to test your counsel’s strategy and tactics.

A consistent thread running through the article is the use of a “best-case story” to keep your case simple, short and effective.

 

Ultimately, we can’t disagree with the author’s conclusion that there is no quick fix. Controlling litigation costs requires close attention to every aspect of the litigation. 

Countrywide Mortgage Loans to Be Restructured

Both ABAJournal.com, in a story by Debra Cassens Weiss (“Bank of America to Modify Countrywide Mortgages in $8.6B Deal”), and Law.com, in a story by Christopher Wills (Bank of America Settles Suits Over Bad Mortgages”), carried the news that Bank of America has agreed to modify mortgage loans written by the former mortgage lender, Countrywide. Bank of America had acquired the Countrywide loan portfolio and, thereby, also acquired the task of defending the suites brought by various Attorneys General against Countrywide. According to Law.com, Connecticut is among the states participating in the settlement that will end these particular lawsuits.

According to ABAjournal.com, the loan modifications may include the following:

 Bank of America will modify loan terms for homeowners who are seriously delinquent in their mortgages or likely to become unable to make their payments. The program would reduce principal owed for some loans and reduce interest rates for others. The program would cut mortgage payments to no more than 34 percent of borrowers’ income.

We are in no position to evaluate the particulars and judge the adequacy of the relief obtained through this settlement. But, it does seem to be far better to settle the lawsuits and get some relief flowing to the borrowers rather than extend the lawsuits. At the same time, Bank of America can focus on setting an appropriate future course for its mortgage business.

Approach Layoffs Carefully During Economic Downturn

The Connecticut Employment Law Blog, in a post by Daniel Schwartz, offered some good advice for employers managing through the present economic downturn (“Five Laws and Issues Employers Should Think About In This Credit Crunch and Economic Crisis”).

For small businesses, I would particularly emphasize the points concerning layoffs. We’ve mentioned from time to time that anti-discrimination laws at the state and local levels apply to some fairly small businesses with a minimal number of employees. We’ve also mentioned that businesses should not take too much comfort in thinking that they employ independent contractors rather than employees because independent contractors can be redefined to employees during litigation. We’ve also mentioned that there is not too much comfort in the “employment at will” policies of states like New York and Connecticut because anti-discrimination laws trump the employment at will policies.

 

During an economic downturn, businesses may be tempted to cut staff quickly without much planning. We suggest a more careful approach and the CELB post provides sound advice for proceeding with appropriate care.

Life Insurance Litigation: Actor's Death Within Contestabilty Period Leads to Lawsuit

The West Virginia Business Litigation Blog summed up the situation well when the Estate of the late actor Heath Ledger sued a life insurer for $10 million:

Not even the rich and famous (or their beneficiaries) are immune from the decisions of insurance companies.

 

The quote and post is by Jeffrey V. Mehallic and entitled “Actor’s Estate Sues Insurance Company for $10 Million Policy” and the case, with a link on the WVBLB post is LaViolette v. ReliaStar Life Insurance Company, Civil Action No. 2:08-CV-05514 (C.D. Cal. 2008).   

 

The Estate alleges “post-mortem underwriting, delaying payment on the policy while it investigates whether the death was a suicide within the “contestability period” and, therefore, not covered. In brief, the insurer is investigating whether there were misrepresentations about drug use on the insurance application. As reported by WVBLB, the actor’s death was ruled accidental although abuse of prescription medications was mentioned. The insurer claims that since the actor died within the “two-year incontestability period,” its investigation is legitimate.

 

Here’s our “takeaway” from this sad story: Clients should remember that the “incontestability clause” of life insurance policies creates a two-year period within which life insurance claims can be contested for the exclusion of suicide and fraud in making the application. This two-year period is a safeguard against “adverse selection,” for example, against the possibility that an individual contemplating suicide buys a policy and then commits the act. In addition, however, if the life insurance policy application was not completed accurately and with care, the company can investigate for other reasons why it should not be required to pay the claim if death occurs within the two years after the policy was issued. If a proper cause is found, it can return the premiums paid and deny the claim for the benefits of the policy.

 

Thus, it is important to complete the policy application carefully. When purchasing life insurance, one hopes it is never needed and certainly not needed within the first two years. Unfortunately, unexpected tragedies do occur.

 

Valid Fraud Defense Forfeited By Ignoring Disclosure Orders

New York’s Court of Appeals (the highest appellate court) recently administered severe chastisement to a litigant for failing to comply with a conditional order to disclose. 

The case is Wilson v. Galicia Contracting & Restoration Corp., 10 N.Y.3d 827, 860 N.Y.S.2d 417 (2008) and was reported by David D. Siegel, the leading commentator on New York civil procedure, in the New York Law Digest , No. 585, September 2008, which is distributed to members by the New York State Bar Association.

 

According to the Law Digest, the Court of Appeals has tended to punish “dilatory conduct in litigation” and, if so, we would add: Good! But, whether this particular case is a good example of that tendency or a bad result for one unfortunate litigant remains an open question. 

 

Here’s a very brief summary: There were several defendants in this case involving an eye injury to the plaintiff while passing a construction site. The defendants were ordered to disclose some information about the incident that caused the injury. One defendant failed to comply with the order. The order was a “self-executing conditional order,” that is, it spelled out what to do (disclose) and what would happen if the defendant did not do it (a default). 

 

Thus, failure to comply meant a default which, in turn, meant liability was determined and the only issue remaining was the amount to be paid in damages. 

 

The case was then discontinued against the other defendants because the cause of the injury turned out to be something other than what was alleged (metal from a pellet fun, rather than construction debris). It seems the remaining (defaulting) defendant might have had a valid defense based on a fraud on the court (a false allegation about the cause of the injury). Nonetheless, the inquest (hearing) that followed the default was limited to proving damages, ultimately assessed at $700,000. There was a dissenting opinion but that provides no comfort for the defendant ordered to pay damages to a plaintiff who might have had no case.

 

In general, we applaud the Court of Appeals’ efforts to punish recalcitrant litigants who do not meet their disclosure obligations and fail to comply with court orders. That kind of conduct, aside from being very annoying, causes delays, raises the cost of litigation for everyone and undermines respect for the courts. The question here was whether the courts are undermined even more if a defendant who might have had a valid defense is not permitted to present evidence of it.   

 

We don’t know whether the non-compliance with the discovery order by this defendant was a deliberate strategy or inadvertent. Thus, although we can’t, in fairness, reach any conclusion about whether the result was deserved in this case, it does send a caution signal about the practice of not complying with discovery orders. 

 

Image: Court of Appeals, from its website.