Say Hello To The Super Smart Law School Class Of 2024, With Higher LSAT Scores And GPAs

(Image via Getty)

Earlier this month, we noted that law school application cycle for entry into the class of 2024 was quite robust. We’re talking a 13 percent increase in the number of applicants last year, which amounted to the largest year-over-year increase in law school applications since 2002. Not only was the increase in applications immense, but the number of applicants with LSAT scores in the 175 to 180 band grew as well, from 732 last year to 1,487 this time around. Law schools suddenly found themselves drastically overenrolled with highly intelligent students, for the first time in quite a few years.

Now, we’ve got a bird’s-eye view on what the entering first-year classes at some of the top schools in the country look like.

Over at TaxProfBlog, Dean Paul Caron of Pepperdine Law has posted data originally compiled by Spivey Consulting for the year-over-year changes in median LSAT scores, median UGPAs, and class sizes for several law schools in the Top 50 as determined by the most recent U.S. News law school rankings.

As you can see, every school listed here raised its LSAT median (even Yale), almost every school listed here raised its UGPA median, and more than half of the schools listed here for which enrollment data was available increased their class sizes (some by a very large amount, like Arizona State and Duke) while others decreased their class sizes by quite a bit (perhaps in order to maintain their shiny, new median student profile, like William & Mary).

What will the Class of 2024 look like at your law school? Keep your eyes on this spreadsheet and watch for updates to see how things shake out.

Early Returns On The Law School Class Of 2024: Higher LSAT Scores, UGPAs, And Enrollment [TaxProfBlog]


Staci ZaretskyStaci Zaretsky is a senior editor at Above the Law, where she’s worked since 2011. She’d love to hear from you, so please feel free to email her with any tips, questions, comments, or critiques. You can follow her on Twitter or connect with her on LinkedIn.

Thanks To A Mandatory Retirement Policy, Skadden’s First Female M&A Partner Left For Mayer Brown, And Now She’s Ready For Much More

Martha McGarry

“Concrete jungle where dreams are made of / There’s nothing you can’t do / Now you’re in New York / These streets will make you feel brand new / Big lights will inspire you / Let’s hear it for New York…”Alicia Keys & Jay-Z

This week, I had the opportunity to chat with Martha McGarry, a renowned M&A lawyer who recently joined Mayer Brown LLP’s New York office from Skadden, Arps, Slate, Meagher & Flom LLP.

Over the past four decades, Martha has advised on numerous high-profile and transformational transactions, including General Motors in its acquisition of EDS; American Express in the sale of American Express Bank to Standard Chartered; and Coca-Cola in its purchase of Coca-Cola Enterprises, transactions involving Vitamin Water, Honest Tea, Keurig Green Mountain and Monster Beverage; as well as the 2009 CIT historic prepackaged bankruptcy restructuring, among many other notable deals.

McGarry is a past recipient of the New York Law Journal Lifetime Achievement Award — honoring attorneys who “have made an impact on the legal community and the practice of law over an entire career.” To be sure, she’s been an impressive attorney and an incredible dealmaker throughout her career. But she’s not done yet, not even close. McGarry plans to embark on the next phase of her legal journey with the same zest and zeal she’s displayed over the past 40 years. We covered her upcoming chapter and a bit more during our discussion this week.

Without further ado, here is a (lightly edited and condensed) write-up of our conversation.

Renwei Chung: Congratulations on joining Mayer Brown LLP. What prompted this partnership and how did you choose the firm?

Martha McGarry: After a very happy 43-year career at Skadden, I was facing age-based mandatory retirement at the end of the year. Mayer Brown had a number of impressive attributes, many that reminded me of Skadden, including the same global footprint; the excellent, broad, and deep regulatory bench, which is critical for supporting public company transactions; the high caliber of lawyers per capita; and the highly collaborative culture. I was struck by the collegiality of the partners.

RC: What are you most looking forward to in the next phase of your career journey?

MC: As the co-leader of the M&A practice at Mayer Brown I’m energized by the prospect of bringing my knowledge and deep experience in the field to help build the public company M&A practice and open up a whole new dimension for the firm.

RC: It sounds like that even from an early age you knew you wanted to be an attorney, and the Vietnam War made quite an impression on you and your career aspirations as well. Can you expound on this?

MC: Experiencing my formative years during the Vietnam era undoubtedly had an impact on my desire to become a lawyer. I think half my college class applied to law school! We saw how lawyers could make a difference. I knew then that I wanted to be a lawyer.

RC: My father worked for Ross Perot’s Electronic Data Systems Corp. when they were acquired by General Motors in 1984, which brought our family to Michigan from California. I would love to hear your thoughts on that acquisition and the dealmaking environment of the 1980s in general.

MC: The 1980s was one of the greatest decades for deals ever. There were so many innovations in the way deals were done. For example, in the course of representing GM in acquiring EDS, the concept of a “lettered stock” — a stock the financial characteristics of which were based exclusively on the division being acquired — was invented and used for the first time. It required us to secure accounting changes at the SEC and NYSE. Shareholder rights plans were also introduced during that decade and had a huge impact on hostile tender offers.

RC: In terms of dealmaking, you had mentioned the 1980s was the Wild West, the 1990s and 2000s were a roller coaster, and this decade will be defined by the pandemic. What will you remember most about the COVID-19 era?

MC: I will remember having to be adaptive and handle international deals virtually across many countries and time zones and having that work out fine as a substitute for being in the same conference room. I will also remember the personal impact of the virus on so many lives, and on supply chains and manufacturing for so many sectors of our economy.

RC: What advice do you have for law students and young attorneys?

MC: It’s important to realize that careers are made over many years, during which there are ups and downs. Try to be philosophical and realize you are obtaining something valuable from each phase of your career.

RC: Why do you believe it is critical to nurture a diversified network and retain a wide variety of contacts?

MC: Value your family, work, and client relationships. Embrace the opportunity to meet the widest network of people you can, whether through work or your outside interests and stay in touch with them. They will enrich your life.

RC: You are currently on the board of the Morgan Library and Museum. And you have served on the board of many other significant cultural institutions, including the National Symphony Orchestra at the Kennedy Center and the Metropolitan Opera Guild. Why is it important to you to give back and pursue such labors of love outside of the workplace?

MC: They reflect a genuine interest in areas outside my practice and have exposed me to enormously talented people with skills very different than the practice of law.

RC: You also co-founded and served on the board of W.O.M.E.N. in America, a professional development and mentoring organization for promising young female leaders in business. Can you tell us more about this organization?

MC: The organization emerged from a group of CEOs meeting each other at the Fortune Most Powerful Women in Business Conference. We decided we wanted to stay in touch and “give back” in some way. So we founded the organization to help mentor other professional women in their fields.

RC: What did it mean for you to be the first woman to make partner in the M&A practice at Skadden, Arps, Slate, Meagher & Flom LLP in 2004?

MC: I was thrilled but I was just the beginning. Many other women have been made M&A partners at Skadden in the subsequent years.

RC: On behalf of everyone here at Above the Law, I would like to thank Martha McGarry for sharing her story with our audience. We wish her continued success throughout her career.


Renwei Chung is the Diversity Columnist at Above the Law. You can contact him by email at projectrenwei@gmail.com, follow him on Twitter (@fnfour), or connect with him on LinkedIn

Is It Better To Be An Equity Partner Or Non-Equity Partner?

Last week we reviewed the evolution of law firm partnership economics, from the early days of a single-tier, all-equity partnership, to the emergence of a non-equity partner track, to the increasingly complex range of current partnership arrangements. We pointed out that as the economic models of partnership have grown increasingly complex and differentiated, so have the implications for current and potential partners.

This week we’re going to delve into those implications and challenge the traditional assumption that equity partnership is necessarily more attractive than non-equity partnership. On balance, equity partnership is likely still more rewarding in most cases. But for lawyers in certain situations, non-equity arrangements can have strong appeal.

Benefits of equity

Plenty of lawyers still aspire to become equity partners, and for good reason. Equity partnership slots are increasingly scarce, and in a profession that greatly values prestige and status, securing partnership shares is viewed as the pinnacle. The equity partners of a growing and profitable firm can expect to take home an outsized share of the financial rewards. Holding equity also gives a partner a stronger voice in firm governance in the form of voting rights.

Voting rights and partner compensation are often closely connected. For example, one factor that contributes to the equity partnership’s outsized compensation share is origination credit. It is common for firms to structure origination credit formulas to reward equity partners more than their non-equity colleagues. Senior lawyers often pursue equity partner opportunities to receive greater origination credit for their matters. Having input into how the formulas that award origination credit are constructed is an example of the potential value of voting rights.

Downsides of equity 

It’s easy to focus on the considerable benefits of becoming an equity partner, but there are also some real downsides that should not be overlooked. Most notably, the boost in status that comes with being named an equity partner is paired with a sizable financial hit in the form of a required capital contribution. This contribution is typically in the range of 25 to 35 percent of annual compensation, but at some firms it can amount to 50 percent or more. Regardless, it’s a lot of money to fork over to the firm, especially for lawyers who are still relatively early in their careers. And getting the capital contribution back may not be so simple. Under the rules of many partnership agreements, the firm is not obligated to return the money until years after an equity partner’s exit. Less significant, but still worth noting: equity partners must pay for their own benefits. 

Another factor to consider is that equity partners’ voting rights are diminishing at many firms. Historically, a wide range of decisions—ranging from lateral partnership hires to office lease renewals—required a vote of the full equity partnership. As the size and geographic spread of partnerships has expanded, many firms have determined that it is more practical to delegate most decisions to a small committee or even to the sole discretion of the firm’s Chair. From an efficiency perspective, this is largely a positive development, but one side effect is reduced influence for equity partners who are not in top leadership posts. With respect to an increasingly broad set of issues, these partners are treated more like employees than owners.

When is non-equity best?

Weighing the benefits and downsides, non-equity partnership looks relatively appealing in some scenarios. The opportunity to avoid a substantial capital contribution can be a selling point to both the youngest and oldest partners. At the younger end, partners may not yet have built up enough of an investment portfolio to feel comfortable allocating such a large sum to an illiquid investment in the firm.

At the senior end of the spectrum, a departing equity partner who is contemplating one more short stint at another firm before retirement may be attracted to the simplicity of a non-equity arrangement. Partners in this situation have nothing to prove by again becoming equity partners. They may instead place more value on gaining the flexibility to invest in other ways the capital contribution that their prior firm will return to them. The opportunity to avoid assuming liability for the new firm’s debts is another benefit.

For partners in certain niche practices that do not entail a large standalone book of business, non-equity partnership can also make more sense. Practices such as Tax and Trusts & Estates often function as service providers to other practices in the firm, such that the firm’s origination credit formulas may not greatly reward the partners who specialize in these niche areas. A non-equity partnership arrangement that properly values these partners’ contributions may be the right answer.

A compromise approach: from non-equity to equity

For many partners, the best approach may be to split the difference by pursuing non-equity partnership opportunities that are likely to lead to equity partnership later. This enables the partner to delay the capital contribution hit, while preserving the opportunity to capitalize fully on client relationships as the partner’s book of business expands. Obviously, a partner hoping to go this route must first assess whether the firm offers a real and viable track from non-equity to equity. Where this pathway really does exist, it can offer the best of both worlds.


Ed. note: This is the latest installment in a series of posts from Lateral Link’s team of expert contributors. Michael Allen is the CEO of Lateral Link. He is based in the Los Angeles office and focuses exclusively on Partner and General Counsel placements for top firms and companies. Prior to founding Lateral Link in 2006, he worked as an attorney at both Gibson, Dunn & Crutcher LLP and Irell & Manella LLP. Michael graduated summa cum laude from the University of California, San Diego before earning his JD, cum laude, from Harvard Law School.


Lateral Link is one of the top-rated international legal recruiting firms. With over 14 offices world-wide, Lateral Link specializes in placing attorneys at the most prestigious law firms and companies in the world. Managed by former practicing attorneys from top law schools, Lateral Link has a tradition of hiring lawyers to execute the lateral leaps of practicing attorneys. Click here to find out more about us.

How A Partner’s Fear Of Flying Turned Into A Legacy For His Children

In the latest episode, I speak with Mark Hsu about his experiences as a lawyer, author, and father. We also discuss how Mark draws a line and a balance between legal practice and parenthood. Additionally, we talk about some of the challenges that Mark faced while starting as a lawyer up to creating different lessons for his book that he can pass down to his children.

The Jabot podcast is an offshoot of the Above the Law brand focused on the challenges women, people of color, LGBTQIA, and other diverse populations face in the legal industry. Our name comes from none other than the Notorious Ruth Bader Ginsburg and the jabot (decorative collar) she wore when delivering dissents from the bench. It’s a reminder that even when we aren’t winning, we’re still a powerful force to be reckoned with.

Happy listening!


Kathryn Rubino is a Senior Editor at Above the Law, host of The Jabot podcast, and co-host of Thinking Like A Lawyer. AtL tipsters are the best, so please connect with her. Feel free to email her with any tips, questions, or comments and follow her on Twitter (@Kathryn1).

Illumina’s Grail buyout beats deadline, but legal and regulatory hurdles remain – MedCity News

With the clock ticking on a mega acquisition that still faces legal and regulatory scrutiny, Illumina took the bold step of closing its $8 billion buyout of cancer diagnostics company Grail. The acquisition agreement reached nearly a year ago expires on Dec. 20. If the deal isn’t closed by then, Illumina could be on the hook for a $300 million termination fee. Meanwhile, a U.S. trial seeking to block the deal is set to begin next week and European regulatory review is ongoing. Both proceedings are expected to carry into 2022.

Grail has already begun commercializing its cancer test. For the time being, Grail’s operations won’t be integrated into lllumina. Illumina CEO Francis deSouza framed the closing of the acquisition now as a way to support Grail’s commercialization efforts while also leaving a way to comply with whatever legal and regulatory decisions are reached.

“We made the decision to acquire Grail and hold it separate until we’ve reached regulatory approval because it is becoming clear that we will most likely not have a decision from the regulators before the agreement expires in December,” deSouza said, speaking on a Wednesday evening conference call. “The stakes here are high because, simply put, this deal saves lives, and we feel a moral obligation to ensure the deal has a full review.”

Grail has developed a cancer test that diagnoses cancer from a small sample of blood before patients show symptoms. The goal of these so-called liquid biopsies is to detect cancer earlier, when it is easier to treat. Grail’s science began as a research project within Illumina. In 2016, the San Diego gene sequencing giant spun out the research as a separate company. In the years since, liquid biopsies have become a viable technology, with a growing number of companies forming an increasingly competitive market for the development and commercialization of such tests.

The Grail test, called Galleri, was developed to detect more than 50 types of cancer from a small sample of a patient’s blood. Grail is making the $950 prescription-only test available through agreements with health systems, medical practices, and self-insured employers. It is not yet covered by insurance, though deSouza said that his company can help the test secure coverage. Last year, as Grail was preparing to launch Galleri, Illumina announced an $8 billion agreement to acquire the company.

The cancer tests provided by liquid biopsy companies, including Grail, are processed using reagents and sequencing equipment from Illumina, an arrangement that the Federal Trade Commission finds concerning. In a complaint filed in March, the regulator said Illumina’s Grail acquisition gives the gene sequencing giant pricing power over instruments and reagents needed by Grail’s competitors. For its part, Illumina has said it is offering its cancer test customers guarantees of equal and fair access to the company’s gene sequencing products.

Regulators in Europe are also scrutinizing the Grail acquisition. In late July, the European Commission formally opened its inquiry, citing concerns that the deal “may reduce competition and innovation in the emerging market for the development and commercialisation of cancer detection tests based on sequencing technologies.” In a regulatory filing, Illumina disclosed that by going forward and completing the acquisition ahead of the EC review, the company faces a potential fine of up to 10% of its annual revenue. Illumina reported more than $3.2 billion in 2020 revenue. The filing also states that the EC, the FTC, and other government or regulatory bodies may impose other fines or penalties.

Illumina opposes the EC inquiry on jurisdictional grounds. Charles Dadswell, Illumina’s general counsel, said that neither the EC nor any European Union member has authority in a matter between two American companies. Furthermore, Grail has no plans to launch Galleri in Europe, now or in the next 10 years, deSouza said. Illumina filed its own complaint with the EU in April to challenge the EC’s jurisdiction. A hearing date has not yet been set. Dadswell said Illumina expects a hearing will take place in the fall, followed by a decision by the end of this year or in early 2022.

The FTC trial is scheduled to begin on Aug. 24 at 10 a.m. Eastern time. While such proceedings are public and are typically held at the FTC’s headquarters, the agency said that public health restrictions due to the pandemic mean that this trial will be virtual.

Photo by Illumina

Managing Across The Delta

In science, math, and engineering, the delta symbol represents change. Law firms are now facing their own potent symbol of change, division, and difference. By unhappy coincidence, we also call it the delta. Managing a law firm through the COVID-19 crisis has been one of the most difficult tasks I’ve done in my career. Based on my own experiences and my conversations with management team members at other firms, it appears the greatest challenges are still ahead.

Uniting Against COVID-19

When the pandemic began picking up speed in March 2020, and the lockdowns started, the slim silver lining in the situation was how it seemed to unite us. In the face of all the fears and unknowns, we banded together as teams to keep one another safe, get people out of physical danger, and move our firms onto a remote-supporting model. As the months ticked by, we seemed to stand strong together, working hard to battle against a disease that was poised to ravage us.

By fall, pandemic fatigue was clearly beginning to kick in, but with a vaccine seemingly on the horizon, most of us buckled down and kept the faith. Knowing there was light at the end of the tunnel gave us the strength to push through a long winter that took a huge emotional and physical toll on most. With springtime came the vaccine, as hoped, and as nature renewed itself, it seemed we did too. The world opened back up, and a sense of safety and peace seemed to return.

And then came delta. Just as it seemed like we were winning the war on COVID-19, this drastically more transmissible and virulent variant of the original COVID-19 virus has changed the game. Cases are once again spiking. Some states are experiencing more new cases and hospitalizations now than they did last winter, before the vaccine was available. While vaccinated people could rest assured they wouldn’t transmit earlier strains, Delta appears to be transmissible even by the fully vaccinated. Children appear more likely to catch delta and more likely to be hospitalized.

The Long Haul

In the face of changing circumstances, the CDC is urging that everyone resume masking indoors, whether vaccinated or not. Firms across the country have reinstated safety measures they had begun to phase out and either delayed their return to the office or sent physical employees back to their homes to work remotely again.

But this time around, the unity that defined our first response to COVID-19 is starkly absent. We’re all exhausted, and many of us thought we were done and safe. We don’t know when or how the delta variant will come under control. Some would even disagree about whether COVID-19 is even something that still needs to be dealt with on a collective level.

Politics and the workplace are typically anathema, but it’s usually easy enough to keep them separate. Most of us just don’t talk politics in the office or only do so when we know it’s acceptable. Yet how we respond individually and collectively to COVID-19 has developed over the past year into a deeply politicized issue. Even the basic facts underlying the pandemic are in dispute, and acceptance of one model over another can seem to signal where we fall on a host of other sensitive topics best left outside the firm doors. As law firm leaders charged with overseeing our firms’ responses to delta, we can’t help but take an inherently political stance. No matter what we do, we’re bound to risk alienating and excluding members of our teams.

How To Succeed In Impossible Circumstances

There isn’t a one-size-fits-all answer to this challenge, but there are guiding principles that can help you and your firm navigate these seemingly intractable differences.

Acknowledge the issue. If there are strong opposing viewpoints on how to deal with delta in your firm, don’t pretend they don’t exist. Be open about those differences, and help those who are disappointed in the ultimate decision made understand that even if they don’t agree with the outcome, they have been heard and considered.

Announce a philosophy. Don’t just give your teams a list of what’s acceptable and what’s not. You need to explain why. Develop a philosophy and a set of goals. If you’re putting return-to-office plans on ice, give people a sense of what will guide your decision about when those plans might be reinstated. Maybe you plan to reconsider when new infections fall below 10,000 daily on a national level. Maybe you’re going to re-evaluate if the total vaccination rate in your firm gets above 95%. If your firm’s philosophy is to follow the CDC’s recommendations, then tell people that. The worst thing you can do is not offer any explanation and leave people feeling uncertain about what’s guiding your thinking.

Allow tailoring for your specific needs. Some states, counties, or firms will simply have different needs or goals. A firm in Florida, the current epicenter of the delta variant spike, may need more stringent measures than a firm in a less-affected region. A firm with 100% vaccination rates might need a different plan than one with lower vaccination rates or particularly vulnerable firm members.

Lay the groundwork for more change. We’re all sick and tired of COVID-19 and wish it would just go away already, but we as leaders know that it won’t. Whatever policies we put in place, they’ll probably change in the coming weeks and months as we learn more and as circumstances shift. Do whatever you can to ensure your teammates know that this isn’t over. It might get worse, but it will definitely at some point get better. No matter what happens, you’ll be keeping an eye on them and will make changes as the situation (and your firm’s philosophy) merit them.

Give yourself a break. No matter what you do as a law firm manager, from COVID-19 policies to what snacks are in the break room, any change you make is going to tick someone off. We need to give ourselves permission to not keep everyone happy. There’s no perfect answer, so don’t lose sleep over failing to find one.

Sadly, in the world we’re in today, we as law firm leaders are in many ways choosing the best of a plethora of bad options. Educate yourself, listen to your people, and make the best calls you can.

Trust your gut, counsel. You’ve got this.


James Goodnow Technology, Biglaw  James Goodnow is the CEO and managing partner of NLJ 250 firm Fennemore Craig. At age 36, he became the youngest known chief executive of a large law firm in the U.S. He holds his JD from Harvard Law School and dual business management certificates from MIT. He’s currently attending the Cambridge University Judge Business School (U.K.), where he’s working toward a master’s degree in entrepreneurship. James is the co-author of Motivating Millennials, which hit number one on Amazon in the business management new release category. As a practitioner, he and his colleagues created and run a tech-based plaintiffs’ practice and business model. You can connect with James on Twitter (@JamesGoodnow) or by emailing him at James@JamesGoodnow.com.

Taliban Creates A New Content Moderation Challenge For Social Media

(Photo by – / AFP) (Photo by -/AFP via Getty Images)

The news out of Afghanistan is distressing on many levels, and it’s bizarre to think that there’s a Techdirt relevant story there, but (unfortunately) it seems like every story these days has some element of content moderation questions baked in. As the Taliban took over the country, it seems that they had a bone to pick… with Facebook. Facebook has banned the Taliban for a while, and has said that it will continue to do so, even as it takes over running the country of Afghanistan. And, the Taliban seem… pretty upset about it.

THE TALIBAN SPOKESMAN, Zabihullah Mujahid, emerged from the shadows on Tuesday and devoted part of his first press conference to a rant about Facebook, in which he accused the tech giant of violating the Islamist group’s right to free speech by banning them from all its platforms….

[….]

Journalists, Mujahid suggested, should ask people at Facebook “who are claiming to be promoters of freedom of speech,” why the Islamist movement that seized power from Afghanistan’s elected government is banned from posting on any Facebook-owned platform, including Instagram and WhatsApp.

Yeah, so, I didn’t think I’d be lecturing the Taliban on how freedom of speech works, but this is not that. Of course, the Taliban is not exactly associated with supporting a “right to free speech,” so this is already bizarre. But, more to the point, as we’ve addressed at length, no private company owes anyone the right to use their website. That’s just not how it works.

That said, it is interesting to see just how the various social media platforms are now struggling with the question of how to deal with the Taliban wanting to use their platform. Even if they were banned before for being a terrorist group, does that change when they’re the running the country?

So far, Facebook and YouTube have said that the Taliban are banned from their platforms, per US sanctions policies. Twitter does not have a ban but told Recode that it takes down individual pieces of violent content. Eventually, though, more social media companies could start relaxing their rules on the Taliban, if the group gains legitimacy in the international community, experts say.

However, as the Washington Post noted in an article, Taliban supporters have become increasingly sophisticated in using social media in ways that abide by the platforms’ rules to avoid getting banned for policy violations:

In accounts swelling across Facebook, Twitter and Instagram — and in group chats on apps such as WhatsApp and Telegram — the messaging from Taliban supporters typically challenges the West’s dominant image of the group as intolerant, vicious and bent on revenge, while staying within the evolving boundaries of taste and content that tech companies use to police user behavior.

The tactics overall show such a high degree of skill that analysts believe at least one public relations firm is advising the Taliban on how to push key themes, amplify messages across platforms and create potentially viral images and video snippets — much like corporate and political campaigns do across the world.

And, of course, all this really does is (once again) highlight the impossibility of doing content moderation well at scale. Groups that some deem as terrorists, others (including themselves) will often declare to be freedom fighters. And, of course, it gets tricky if you just rely on the US government’s designations as well — after all the US had Nelson Mandela listed as a terrorist until 2008. That’s not to compare Mandela to the Taliban, but to note that official designations are fraught with tricky questions as well.

But this is also why various websites should have a pretty free hand in determining their own moderation policies, rather than having any government tell them who is and who is not allowed to be on any platform.

Taliban Creates A New Content Moderation Challenge For Social Media

More Law-Related Stories From Techdirt:

‘Blue Line’ Apparently Doesn’t Apply To Bad Cops Abusing Copyright Law To Prevent Citizens From Uploading Recordings
Judge Says Voting Machine Company Can Continue To Sue Trump’s Buddies Over Bogus Election Fraud Claims
California Regulators Say T-Mobile Lied To Gain Sprint Merger Approval

Morning Docket: 08.20.21

* “Muh LiBerTy” is like the adult version of “no, that has cooties,” but with the threat of death ignored. See: [ABA Journal]

* Philadelphia, overcast: Danny DeVito loses his Twitter check after supporting worker’s rights. At least he’s not making any 1st Amendment claims over it. [IGN]

* Prosecutors went out of their way to charge folks in Black Lives Matter protests. I’d talk about how race plays out in legal contexts, but then the state of Arizona would be mad at me. [Salon]

* OnlyFans will be modifying their policies to restrict sexual content on their platform. Will the Twitter/1st Amendment people morph in to OnlyFans/Takings Clausers? [CNet]

* In an apparent surprise to many, child recorded expressing wish to shoot protestors does so 2 weeks later. Nothing screams pre-meditated about that, tho. [Law and Crime]


Chris Williams became a social media manager and assistant editor for Above the Law in June 2021. Prior to joining the staff, he moonlighted as a minor Memelord™ in the Facebook group Law School Memes for Edgy T14s. Before that, he wrote columns for an online magazine named The Muse Collaborative under the pen name Knehmo. He endured the great state of Missouri long enough to graduate from Washington University in St. Louis School of Law. He is a former boatbuilder who cannot swim, a published author on critical race theory, philosophy, and humor, and has a love for cycling that occasionally annoys his peers. You can reach him by email at cwilliams@abovethelaw.com.

DC Circuit: Insurers have to report Medicare Advantage overpayments to CMS – MedCity News

On Friday, an appeals court overturned a lower court ruling, telling UnitedHealth and other Medicare Advantage insurance providers that they must report overpayments from the Centers for Medicare and Medicaid Services (CMS) for treatments not supported by a patient’s medical record.

If Medicare Advantage insurers do not tell CMS within 60 days of discovering the error, they will have to face False Claims Act liability for each of these pay-outs, including treble damages and up to $23,331 per false claim.

In its unanimous 49-page decision, the D.C. Circuit wiped out the district court’s 2018 ruling, which had sided with UHC and vacated the overpayment rule. The lower court had found that the rule held insurers to a more stringent standard than traditional Medicare and thus resulted in Medicare Advantage insurers being underpaid.

The appeals court disagreed with this assessment, saying “UnitedHealth’s math does not add up.”

About Medicare Advantage (Medicare Part C)

Medicare Advantage (MA), also known as Medicare Part C, is a growing alternative to the traditional Medicare Part A and B program. Through it, patients can receive all of their hospital (Medicare Part A) and outpatient (Medicare Part B) coverage, and usually their prescriptions (Medicare Part D), from a private insurer. Private insurers bill CMS for the care they deliver to Medicare beneficiaries in their MA coverage plan.

While in 2020, 39% of Medicare beneficiaries received coverage through a MA plan, CBO estimates that by 2030, 51% of Medicare beneficiaries will receive coverage through one.

The Medicare Advantage Overpayment Rule

The overpayment rule is a product of the Affordable Care Act (ACA), which requires that “any overpayment… be reported and returned [within] 60 days after the date on which the overpayment was identified” or else the insurer’s initial, but faulty, claim for payment will be deemed a False Claims Act (FCA) violation.

The rule seeks to address situations — including the one most relevant to the UnitedHealthcare case — where a doctor delivers services and inputs a diagnostic code associated with those services but there is no proper evidence in the patient’s chart that the person actually has that condition. In 2016 alone, audits of data submitted by Medicare Advantage insurers to CMS showed that CMS paid out an estimated $16.2 billion for unsupported diagnoses, equal to “nearly ten cents of every dollar paid to Medicare Advantage organizations,” according to a 2017 GAO report.

Codified in 2014, the rule holds MA insurers accountable for promptly reporting any such erroneous payments they find and returning the money, lest they face the legal music for issuing fraudulent codes.

The significance of these overpayments goes beyond the individual patient: they are so widespread that the Department of Justice (DOJ) fears the government is losing millions, if not billions, of dollars.

How does this happen? Diagnostic codes play a critical role in setting monthly MA payouts, called “capitation payments.” At the beginning of each MA payment year, CMS takes all reported patient diagnostic data and other socioeconomic factors related to the prior 12 months and plugs them into a “risk adjustment” formula. They then apply that to the base rate set for the coverage area, to pay what they think each patient will need in services for the coming month.

To motivate Medicare Advantage plans to cover sicker, lower-income patients that they would otherwise not be financially incentivized to enroll, the agency pays out more money for patient enrollees with more chronic conditions, lower incomes, and other risk factors.

Whistleblowers have filed numerous suits with DOJ support that accuse MA insurers of gaming this system by applying diagnostic codes to patients that do not suffer from those conditions, thus making their member base look sicker than they are — and getting reimbursed at a higher rate.

Once an overpayment is made, they argue, it nudges up the rate for the entire member base, leading to higher payments across the board.

The UnitedHealth Case

In 2018, a district court vacated the overpayment rule, agreeing with UnitedHealth that the rule violated the requirement under the Medicare Statute for “actuarial equivalence” between Medicare Advantage and traditional Medicare. This meant that if MA providers had to report and repay overpayments for individual treatments from CMS, Medicare should have to, as well.

The D.C. Circuit disagreed with the lower court’s assessment on all fronts, saying the CMS overpayment rule and Medicare statute “apply to different actors, target distinct issues arising at different times, and work at different levels of generality.”  Actuarial equivalence, the court said, applies to the statistical methods used in analyzing the broad swath of millions of patient records to determine base pay rates for different services. This principle requires CMS to base its rates on the same logistical regression models for both Medicare and Medicare Advantage providers.

However, because Medicare is paid per service provided and Medicare Advantage is paid on a monthly, prospective basis for all services that CMS estimates the insurers’ customers will require in that month, their incentives are completely different, as are the impact of coding errors.

The court reasoned: “any erroneous code in traditional Medicare is aggregated with millions of others in the regressions called for under the risk-adjustment model,” and thus do not necessarily result in overpayment.

“An unsupported code submitted by a Medicare Advantage insurer, in contrast, triggers overpayment in every case,” the court said. “That is because individual codes in that program are used to determine payments, not as data points in a complex and rigorous statistical model.”

In essence, you cannot compare apples to oranges because traditional Medicare and MA plans are funded by CMS using inherently different models.

The court opined that Congress intentionally established the Medicare Advantage payment model to dissuade MA insurers from only covering healthier, wealthier patients, and found it was meeting that Congressional intent.

It said CMS’ use of the overpayment rule along with another tool, Risk Adjustment Data Validation (RADV) audits, was not arbitrary and capricious in violation of the Administrative Procedure Act. The court found that the two had completely different applications — one, to ensure CMS only paid Medicare Advantage insurers for well-documented diagnostic codes, and the other, to ensure that risk was properly being evaluated across insured patient groups.

It concluded that the agency read the Medicare statute correctly as authorizing it to recover overpayments for diagnosis codes UnitedHealth submitted but either knew or learned were unsupported, without remaking or re-defending its actuarial-equivalence calculation.

Daniel Meron of Latham & Watkins LLP, counsel for UnitedHealth, declined to comment on the DC circuit court’s ruling. CMS typically does not comment on litigation.

Insurers with Medicare Advantage programs, beware

Even before this decision was released, the Department of Justice (DOJ) made clear it was ready to put Medicare Advantage plans under the microscope.

“Medicare Part C is an area where you can expect to see enforcement efforts in the years to come,” said Ethan P. Davis, the Principal Deputy Assistant Attorney General at an address to the Chamber of Commerce’s Institute for Legal Reform last year. He noted that in 2019, payments to Medicare Advantage plans had totaled about $250 billion.

Legal observers have witnessed the DOJ step in more and more to support overpayment-related cases brought by whistleblowers, known as qui tam relators.

“The rate of DOJ intervention in these risk adjustment cases is much higher than the traditional rate of intervention, which is a big deal,” said Brandon Moss, a partner at law firm Wiley, in a phone interview. “It is quite interesting that the DOJ over the last two years has consistently identified Medicare Advantage as a point of emphasis for enforcement of the False Claims Act, despite the fact that they’ve had some mixed results in such cases.”

Moss pointed to the opposing outcomes in US ex rel. Poehling v. UnitedHealth out of the Southern District of California and US ex rel. Ormsby v. Sutter Health out of the Northern District of California.

The Poehling court denied the government and relators summary judgment, ruling that it was not clear that UnitedHealth was legally required to delete invalid diagnosis codes it knew were unsupported by the medical record.

The Ormsby court denied Sutter’s motion to dismiss because it said actuarial equivalence was not a defense to an FCA claim. While defendant Sutter Health was a healthcare provider, not an MA insurer, MA plaintiffs claimed Sutter had shirked its duty to disclose overpayments it knew of, systematically underreporting such overpayments for years and taking “millions in inflated capitation payments.”

The same day the D.C. Circuit issued its UnitedHealth ruling, the DOJ and FCA defendants in Ormsby filed a joint stipulation indicating that they are presently working towards a settlement.

As a white collar defender who has represented numerous companies facing civil and criminal accusations of fraud and FCA violations, Moss expects this ruling will open the door to significantly increased scrutiny and litigation.

“There’s a lot of money at stake under Medicare Advantage, and DOJ has identified this as a hot area for enforcement, so there’s a lot of risk, especially because while DOJ says they don’t do industry sweeps, once they get into a case and identify common practices within an industry, one thing can lead to another,” Moss said. “One-way look cases are one such trend that they’ve identified.”

One-way look (or one-way audit) cases are those where relators and the DOJ can prevail against a motion to dismiss by showing that defendants knowingly failed to return overpayments or were reckless in failing to identify such overpayments. With the overpayment rule secure, such cases will only increase, predicts Moss.

Gird yourself against FCA liability

Moss says that though the DC Circuit verified that the overpayment rule does not in and of itself impose an auditing requirement, MA insurers need to be very cautious.

“It’s all about compliance: make sure you’re taking a close look at the processes being used and ensure that those processes include failsafes for if you identify codes that are unsupported,” Moss advised. “The False Claims Act is an incredibly heavy hammer.”