April 2016 Visa Bulletin Release

visaThe Department of State (DOS) has released the April 2016 Visa Bulletin, with the Application Final Action Date chart for employment-based applications reflecting some substantial movement. The 2nd preference category for China-mainland born applicants has moved ahead one month to Sept. 1, 2012, and for India born applicants it has moved ahead a few weeks to Nov. 8, 2008. The 3rd preference and Other Workers categories have moved ahead at least one month for all applicants. The Final Action Date cut-off for China-mainland born applicants is now Feb. 1, 2014, for all 5th preference category applicants. There was no movement in the Dates for Filing chart for employment-based categories.

The family-based categories also showed slight movement in the Application Final Action Date chart, but there was no movement in the Dates for Filing chart.

As reported, last month prospective adjustment of status applicants were advised to use the Application Final Action Date chart to determine their eligibility to file applications, despite previous guidance that the Dates for Filing chart could be used. USCIS has not yet advised which April 2016 charts should be referred to in filing adjustment of status applications for family- or employment-based petitions, but anticipates that this information will be released within the week.

©2016 Greenberg Traurig, LLP. All rights reserved.

DHS Announces Final Rule on STEM OPT Employment Authorization

The final rule adds employer obligations to the STEM OPT program.

The US Department of Homeland Security has released an advance version of its long-anticipated final rule that expands employment authorization for foreign students with science, technology, engineering, or mathematics (STEM) degrees. The rule, which will be published in the Federal Register on March 11 and take effect on May 10, 2016, will allow such students to extend their period of optional practical training (OPT) by an extra 24 months, for a total of 36 months of OPT employment authorization. Previously, students in STEM fields were allowed a total of 29 months of OPT. Foreign students with degrees in non-STEM fields will continue to be limited to 12 months of OPT.

The rule also improves and increases oversight over STEM OPT extensions by, among other things, requiring that employers implement formal training plans, adding wage and other protections for STEM OPT students and US workers, and allowing extensions only to students with degrees from accredited schools. The rule also allows US Immigration and Customs Enforcement to conduct site visits to employers of STEM OPT holders to ensure that the rule’s requirements are being complied with.

Previous 17-month STEM OPT employment authorizations issued before May 10 will remain valid until their expirations. Starting May 10, STEM students will have a chance to apply for an additional seven months of OPT.

Copyright © 2016 by Morgan, Lewis & Bockius LLP. All Rights Reserved.

Exclusive Study Analyzes 2015 IPOs

Proskauer’s Global Capital Markets Group presents the third annual IPO Study, a comprehensive analysis of U.S.-listed initial public offerings in 2015 and identification of three-year comparisons and trends of U.S.-listed initial public offerings over the same period.

The study examines 90 U.S.-listed 2015 IPOs with a minimum initial deal size of $50 million, and includes industry analysis on health care; technology, media & telecommunications; energy & power; financial services; industrials and consumer/retail. The study also includes a focus on foreign private issuers. It also makes year-over-year comparisons of extensive data about deal structures and terms, SEC comments and timing, financial profiles, accounting disclosures, corporate governance and deal expenses.

Underlying the study is the global Capital Markets Group’s proprietary IPO database, which is a valuable resource for sponsors and companies considering an IPO as well as for IPO market participants and their advisors.

Download Proskauer’s 2016 IPO Study

More Than Family Affair: Six-Figure HIPAA Penalty Upheld for Unrepentant Home Care Agency due to PHI Access by Spurned Spouse of Employee

HIPAAIntroduction

The Health Insurance Portability and Accountability Act of 1996, Public Law 104-191 and the regulations promulgated thereunder (“HIPAA”) should be now well-known to health care providers and health plans.  Under HIPAA’s “Privacy Rule,” covered entities must take steps to “reasonably safeguard” protected health information (“PHI”) from any “intentional or unintentional use or disclosure that is in violation of the standards, implementation specifications or other requirements” of the Privacy Rule.  What is also becoming painfully clear is the growing financial and reputational risks to covered entities (and business associates) from a breach of HIPAA’s Privacy or Security Rules stemming from unauthorized access or disclosure of PHI.

A recent ruling by a U.S. Department of Health and Human Services Administrative Law Judge (“ALJ”) in the case of Director of the Office for Civil Rights v. Lincare, Inc., (Decision No. CR4505, Jan. 13, 2016), underscores the substantial penalties that a health care provider can face, even for relatively small-scale HIPAA violations, particularly if the provider determines to not settle with the Office of Civil Rights (“OCR”) and instead contests the claimed violations.  In Lincare, a home care agency was found to have violated the Privacy Rule when an unauthorized person (the husband of a home health employee) was able to access patient records after the employee had removed records from the agency and taken them into the field as part of her job.  Specifically, the ALJ upheld a civil monetary penalty (“CMP”) of $239,800 imposed by OCR – only the second time the OCR has sought CMPs for violations of HIPAA’s Privacy Rule.  In a unique twist, OCR was alerted to the improper disclosures when the “estranged husband” of an employee of the home care agency complained to OCR that his wife allowed him to access documents containing PHI when she moved out of the marital home and left patient records behind.

Background

Lincare Home Care Agency.  The respondent Lincare, Inc., d/b/a United Medical (“Lincare”) supplies respiratory care, infusion therapy, and medical equipment to patients in their homes.  Lincare operates more than 850 branch locations in 48 states.  As Lincare explained, because its employees provide services in the homes of patients, they often remove patient records containing PHI from its branch locations.  Additionally, according to Lincare, managers of the various Lincare branch offices are required to maintain in their vehicles copies of Lincare’s “Emergency Procedures Manual,” which contains PHI of Lincare patients, so that employees could access patient contact information if an office was destroyed or otherwise inaccessible.

PHI at Issue.  Faith Shaw was a Lincare branch manager in Wynne, Arkansas from October 2005 until July 2009 and maintained the “Emergency Procedures Manual,” with PHI of 270 Lincare patients, as well as patient-specific documents of eight Lincare patients.  The patient records and Manual were apparently hard copies, and not electronically secured through encryption or authentication.

Disclosure of the PHI.  Ms. Shaw kept the records containing PHI in her car and in her marital home, where her husband lived.  After a falling out with her husband Richard in August 2008, Ms. Shaw moved out of the marital home and left the documents containing the PHI behind in her home and car.  In November of 2008, Mr. Shaw, who was concededly not authorized to access the Lincare PHI, reported to Lincare and OCR that he had in his possession the Emergency Procedures Manual and the eight patient files left behind by his wife.

OCR’s Investigation and Action.  Following its investigation, OCR determined that Ms. Shaw:  (a) kept the PHI either in her vehicle or home, to which Mr. Shaw had access; (b) maintained the PHI without proper safeguards, (c) knew or reasonably should have known that the manner in which she kept the PHI did not reasonably safeguard such PHI, and (d) knew or reasonably should have known that Mr. Shaw had ready access to the PHI.  While acknowledging that the provision of home care services may require providers to remove PHI from their offices, OCR found that Lincare’s policies and procedures did not adequately instruct its employees how to maintain PHI taken off the premises in a safe and secure manner and that Lincare did not properly record or track removed PHI.  Unlike the majority of HIPAA violations cited by OCR against providers, Lincare did not settle with OCR and instead determined to contest OCR’s charges.

In the absence of a settlement, OCR cited the following “aggravating” factors for imposing a substantial CMP against Lincare:

  • The length of time Lincare allowed employees to transport PHI away from the office without appropriate and reasonable safeguards; and

  • Lincare’s failure to promptly review and enhance its HIPAA policies for safeguarding PHI taken off premises even after it was notified of the improper disclosure.

Accordingly, OCR sought to impose a CMP totaling 239,800 for Lincare’s alleged violations of HIPAA’s Privacy Rule, broken down as follows:

  • Impermissibly disclosing PHI:  OCR determined that Lincare had improperly disclosed PHI of 278 patients in November of 2008, which then carried a penalty of $100 per patient.  OCR imposed a penalty of $25,000 – the maximum penalty that could be applied in the 2008 calendar year.

  • Failure to safeguard PHI:  OCR determined that the failure to safeguard the PHI lasted from February 1, 2008 through November 17, 2008, which carried a penalty of $100 per day.  OCR imposed an additional penalty of $25,000 – the maximum penalty that could be applied in the 2008 calendar year.

  • Failure to implement policies and procedures to ensure compliance with the Privacy Rule:  OCR determined that Lincare’s failure continued from (a) February 1, 2008 through December 31, 2008, at a penalty of $100 per day, with a maximum of $25,000 per calendar year, (b) January 1, 2009 through February 17, 2009, at a penalty of $100 per day, which totaled $4,800, and (c) from February 18, 2009 through July 28, 2009, during which time, penalty amounts were increased pursuant to the adoption of the HITECH Act, and which OCR determined to be $1,000 per day, totaling $160,000.

Significantly, in effectively stacking CMPs for separate HIPAA violations, one on top of another—although arising from the same breach or continued breach—OCR was able to multiply the aggregate size of penalties to $239,800.  At the same time, OCR determined that there was no basis to waive the imposition of the CMP because there was no evidence that the payment of a CMP would be excessive relative to the violations that it found.

Lincare appealed OCR’s determination before an ALJ.  OCR moved for summary judgment, arguing that there was no genuine issue of material fact concerning the HIPAA violations and that it was entitled to impose the aggregate CMP as a matter of law.

The ALJ’s Analysis

The ALJ granted OCR’s motion for summary judgment, finding that the evidence established that Lincare had violated HIPAA, and upheld the CMP of $239,800.

Theft is No Defense to Improper Disclosures:  In its defense, Lincare claimed that it was not responsible for the improper disclosure because it was the victim of a theft.  Specifically, Lincare claimed that Mr. Shaw “stole” the PHI from his wife and “attempted to use it as leverage to induce his estranged wife to return to him.”  The ALJ rejected this argument, concluding that Lincare was obligated to take “reasonable steps to protect its PHI from theft.”  The ALJ explained that Lincare violated this obligation when Ms. Shaw took documents out of the office and left them in in her car or home, allowing her husband to access them; and then completely abandoned them.

Lincare’s Policies Did Not Properly Address the Removal of PHI:  The ALJ also found that Lincare’s privacy policy failed to properly address the security of records removed from the office for use in the field, and monitor removed records to ensure their return.  When asked about specific guidelines for safeguarding PHI taken out of its offices, Lincare’s Corporate Compliance Officer replied that Lincare personnel “considered putting a policy together that said thou shalt not let anybody steal your protected health information.”  The ALJ did not “consider this a serious response.”

Key Takeaways

Consider Settling with OCR to Avoid a CMP:  The OCR’s imposition of a CMP, and the ALJ’s decision to affirm this penalty, represents only the second time a CMP has been imposed for a violation of the HIPAA Privacy Rule, and the first one in which an ALJ ruled on the merits.  Typically, OCR attempts to resolve HIPAA violations informally, but could not reach such a resolution with Lincare in this case.  Had a resolution been reached, the OCR would likely not have sought and secured such a substantial CMP based on “aggravating factors,” with the resultant fine likely to have been significantly lower.

Consider Encryption or other Means for Accessing PHI Remotely:  Employees of home care agencies often need to access PHI in the field when providing services.  However, the provider should consider restricting access only through electronic devices, with appropriate encryption and user authentication, to prevent unauthorized users from accessing these records.

Update Policies and Procedures:  Policies and procedures should detail for employees when patient records can be removed from the office and taken into the field, and under what circumstances; and identify how such records containing PHI should be safeguarded from disclosure.

Implement a System to Track Removed PHI:  Similarly, a system should be implemented to record and track the removal of records containing PHI so as to allow the health care provider to account for and maintain oversight over removed documents.

Regularly Train Employees:  Having detailed policies and procedures is not enough; all employees should be regularly trained on the HIPAA Privacy and Security Rules, and the agency’s corresponding HIPAA policies and practices.  To reinforce training, to the extent any PHI is removed from the premises, employees should be continually reminded not to allow unauthorized persons—including a spouse or other family or friends—to access the records.

FBI’s Choice of Contractors Not as Good as Its Crime Solving/Terrorist Tracking

fbibuilding jedgar hoover.jpgThe FBI is very good at tracking down terrorist threats and catching criminals. It appears, however, that it needs some help in choosing contractors to support its mission.

The FBI wanted a contractor for its Name Check and Freedom of Information Act (FOIA)/Declassification programs. Specifically, the FBI needed personnel to conduct research and to provide analysis and reporting services. The FBI decided to procure these services under the Federal Supply Schedule (FSS) using streamlined procedures. So, the FBI issued a Request for Quotations (RFQ) with these labor categories: research analysts; program managers, general consultants; and legal administrative assistants. That much is clear.

The rest is less clear. Apparently, the FBI selected a contractor that did not have the required personnel. Instead of personnel with experience in paralegal, records management and declassification review, the FBI got personnel with capabilities in the development of business methods and identification of best practices. That’s according to the Government Accountability Office (GAO) decision in US Investigations Services, Professional Services Division, Inc., B-410454.2, Jan. 15, 2015, 2015 CPD ¶ 44.

That case was cited by GAO’s general counsel, Susan A. Poling, recently in the GAO Bid Protest Annual Report to Congress for Fiscal Year 2015. Ms. Poling cited to US Investigations Services as an example of GAO’s Most Prevalent Grounds for Sustaining Protests. GAO notified Congress that “unreasonable technical evaluation” was no. 5 on the list and described the decision as follows: “finding that the agency erred in concluding that the labor categories included on the awardee’s Federal Supply Schedule contract encompassed the requirements of the task order.”

Contractors can learn valuable lessons from this case. First, don’t leave the Government hanging. Make sure the labor categories in your proposal match the categories listed in the Solicitation. If there is not a direct match, make sure you explain how your personnel fit the requirements. For task orders under FSS contracts, the law is clear. All solicited labor categories must be on the successful offeror’s FSS contract. Here, maybe the awardee was surprised that it won. More likely, the awardee just failed to explain what it was offering. That was fatal. If you can’t explain how your labor categories fit the RFQ requirements, maybe you should take a pass on the bid.

For protesters and disappointed bidders, this case demonstrates a solid ground for protest. In truth, you probably already know what your competitors are offering, at least when it comes to FSS contract offerings. A quick check on www.GSAAdvantage.gov after you receive an award notice is always a good idea.

Footnote: Although GAO sustained USIS’s protest, the FBI had overridden the automatic stay of performance. Thus, GAO made alternative recommendations to the FBI. Under one scenario, the FBI could consider awarding the task order to USIS but first it had more work to do. That is because in a different protest GAO had questioned an agency’s affirmative determination of USIS’s responsibility in the face of fraud allegations against USIS’s parent company. So, if the FBI was to select the “next in line” bidder, it would have to be careful that the bidder was eligible to perform the work. Otherwise, it could be back to the drawing board.

Article By Michael D. MaloneyCharles R. Lucy & Diego G. Hunt of Holland & Hart LLP

Copyright Holland & Hart LLP 1995-2016.

International Women’s Day 2016: Time is Now for Global Gender Equality and to (finally) Close Gender Gap

Today is International Women’s Day. Each year on March 8th, women celebrate the progress we’ve made while continuing to advocate for change regarding gender equality and women’s rights. Around the world, celebrations range from very simple demonstrations of respect, appreciation and love towards women to elaborate events that honor our economic, political and social achievements.

International Women’s Day is believed to have originated on March 8, 1908. On that day, thousands of women marched through the streets in New York City publicly calling for better working conditions, higher pay and the right to vote. The first National Women’s Day was held the following year. In 1910, women from around the world gathered in Denmark for the second International Conference of Working Women, where the idea for International Women’s Day was proposed. As a result, the first international celebration was held one year later in 1911.

This year’s theme is “Pledge for Parity”. The “Pledge for Parity” calls for complete gender equality and the closing of the gender gap in social, economic, political, and other situations. In light of this year’s theme, let’s look at some of the recent statistics regarding gender equality.

  1. According to US Aid around the world:

  • Approximately 62 million girls are not in school.

  • One in three women will experience gender-based violence in her lifetime.

  • In the developing world, one in seven girls is married before her 15th birthday.

  • Although constituting 40 percent of the agriculture labor force, only 3 to 20 percent of women are landowners.

  1. On March 3, 2016, the Economist published its “glass-ceiling index” listing the countries where women have the best chance of equal treatment at work. The Nordic countries of Iceland, Norway, Sweden and Finland were ranked 1-4. Interestingly, in these countries, women are present in the labor force at rates similar to men. For example, in Iceland, women have 44% of the seats on listed-company boards. By way of comparison, the U.S. and Great Britain are ranked 20th and 25th respectively. Japan, Turkey and South Korea were the three lowest-ranked countries of the 30 countries in the list.

  2. In February 2016, a white paper by the Peterson Institute for International Economics presented the results of a global survey of 21,980 firms from 91 countries. The survey found that approximately 60 percent of respondents (13,017 firms) did not contain any recorded female board members. Additionally, over 50 percent of the firms (11,802 firms) did not contain any female executives. Of the remaining half, 57 percent had only one female executive. Only 945 firms, less than 5 percent, had a female chief executive officer. These statistics are alarming in view of the paper’s conclusion that the presence of women in corporate leadership has been shown to improve firm performance. Specifically, the paper noted that the presence of women in corporate leadership was positively correlated with firm characteristics such as size, the absence of discriminatory attitudes toward female executives and the availability of paternity leave.

  3. The results of the survey described in the white paper by the Peterson Institute were not terribly surprising in view of the 2015 Women in the Workplace report published by Lean In and McKinsey & Company. Sadly, the report noted that women remain under-represented at every level in the corporate pipeline and that women continue to face greater barriers to advancement and a steeper path to senior leadership. While the report showed that women leave organizations at most levels at a lower rate than men, it also showed that women advance far more slowly from one level to the next. The report noted that the uneven playing field between men and women has taken a toll on women in leadership. According to the report, senior-level women are markedly less satisfied with their role, opportunities for advancement and career than their male counterparts. Bottom line, according to Sheryl Sandberg, COO of Facebook and Co-Founder of LeanIn.org, at the current rate, it will take more than 100 years for women to reach equality in the workplace. Moreover, Ms. Sandberg said, “If NASA launched a person into space today, she could soar past Mars, travel all the way to Pluto and return to Earth 10 times before women occupy half of C-suite offices.  Yes, we’re that far away.”

  4. According to UN Women:

  • As of August 2015, only 22 percent of all national parliamentarians were women (in contrast to 11.3 percent in 1995).

  • As of August 2015, there were only 11 women serving as Heads of State and 10 as the Head of a Government.

  • There are wide variations in the average percentages of women parliamentarians throughout the world across all chambers (single, lower and upper houses). For example, as of August 2015, the number of women parliamentarians was 41.1 percent in the Nordic countries, 25.5 percent in the Americas, 24.4 percent in Europe (excluding the Nordic countries), 23.0 percent in sub-Saharan Africa, 18.4 percent in Asia, 17.1 percent in the Middle East and North Africa, and 15.7 percent in the Pacific.

After reviewing and digesting the above statistics, I believe it is very easy to become frustrated (and even angry) with the slow pace at which women are achieving global gender equality. After all, isn’t increasing gender equality about harnessing the talent, creativity, emotional intelligence, courage, compassion and passion that women have to ensure a better world and future for everyone? When viewed that way – eliminating the gender gap isn’t just the right thing to do – it’s the smart and economically sensible thing to do.

Many of us, myself included, tend to look at women in positions of power and influence (such as Sheryl Sandberg, Melinda Gates, etc.) to lead the way in championing the changes needed to achieve global gender equality. However, it simply is not enough. Each one of us needs to take personal responsibility to do what we can push for change and advance gender equality. Quite frankly, at this stage, no effort is too small. So what can you do? Consider volunteering or donating to organizations that are dedicated to helping educate girls or women around the world (such as CARE, Global Fund for Women, Girls Education International and 60 Million Girls).

Build your confidence and eliminate your fear of speaking up or of “leaning in”. Don’t be afraid to take risks and work on promoting yourself. However, at the same time, be supportive and encouraging of other women and help them to build their confidence and promote themselves. As Madeline Albright said at the Celebrating Inspiration luncheon with the WNBA’s All-Decade Team in 2006, “There is a special place in hell for women who don’t help other women.”

Consider becoming an entrepreneur. If entrepreneurship is not for you, then support a female-owned start-ups and local businesses.

Become a mentor. Women need mentors. Women need that supportive advocate who guides and says, “Don’t give up. Stay the course”. A mentor is critical because it is that person you can have a frank conversation with who will listen to your tough questions and give you honest answers.

Encourage your employer to build a workplace of inclusion and respect. Studies have shown that workplaces that openly communicate their values and strategies on equality, human rights and inclusion, are able to attract a wider pool of talent and have greater success in retaining staff. As such, women should not be afraid to encourage human resource initiatives that promote gender quality such as increasing the number of female hires, providing flexible work schedules and options for working at home. We should not be afraid to use the avenues within our institutions to voice our concerns in an attempt to hold senior leadership accountable for failing to actively and aggressively promote gender equality, such as by using employee surveys, team and all-employee meetings, etc.

“A woman with a voice is by definition a strong woman. But the search to find that voice can be remarkably difficult.” – Melinda Gates

Article By Lisa L. Mueller of Michael Best & Friedrich LLP

Ransomware: How It Works and What You Can Do

“Ransomware” is making big news, with reports that a California hospital paid $17,000 to regain access to its network after malware locked access to files. This is a case, however, of the news catching up to the facts. Ransomware has been one of the fastest growing forms of cyberattack over the last year. According to media reports, as many as 100,000 computers per day are being infected with ransomware.

These increasing ransomware incidents serve as the latest warning that companies need to take steps to protect against costly and damaging cyberattacks.

How Ransomware works

Without getting too technical, ransomware works by infecting a computer, then using modern cryptography methods to encrypt files. Once encrypted, the files cannot be decrypted without the “key” that the hackers provide when you pay them ransom. Since we are talking about encryption schemes that would take supercomputers years to break, there is (with one increasingly limited exception) no way to regain access to the encrypted files without paying for the key.

We mentioned an increasingly limited exception. A couple of years ago, when one ransomware ring was taken down by law enforcement, some of the private keys that ring used to decrypt were recovered. Thus, if the ransomware variant that infected your machine happens to be the increasingly outdated version that matches these keys, then you have a shot at getting your files back without paying the ransom. But, the hackers are very aware of this loophole, and more modern ransomware variants do not respond to the captured keys.

How Ransomware is spread

The delivery methods keep evolving, but almost all delivery mechanisms have something in common: human help. Common delivery methods include such human-machine interactions as opening infected email attachments, and visiting websites which inject the malware into the user’s machine. While even the most innocent websites can be hijacked to deliver malware, the shadier websites are the most likely to give you an unwanted infection.

These delivery methods have several implications which help explain ransomware’s rapid proliferation. First, the hacker doesn’t have to put any thought into making you a target. He or she just has to cast the malware about (much like throwing seed into the air), and then wait for you to call once you are infected. Second, ransomware has an extremely high ROI for the hacker’s limited efforts. The hacker has to write (or buy) the ransomware once (and it’s not expensive to acquire), seed it once, and then sit back and watch the profits roll in from thousands of infections.

What you can do

While nothing provides a bulletproof solution to this growing problem, implementing and strengthening several measures can lower your risk:

•Because much of this malware infects machines by tricking the user, raising user awareness of this problem is crucial. Users who are more resistant to clicking on suspicious email links and visiting shady  websites are your best means of lessening exposure. You should realize that:
◦Inattentive users run a very real risk of bringing damaging cyber-infections into the company.
◦“Think before you click” on email attachments and imbedded links is an important defense. You are far better off having users who over-report suspicious links to IT than with users who are overly trusting.
◦Web browsing should be limited to those business sites that are necessary for your operations..
◦If your users have the ability to link to company systems from their personal computers or other devices, understand that applying these rules to their personal device use makes them, and the company, safer.
•Encourage prompt employee reporting of potential problems. Even the most diligent employee may fall prey to a malicious email. Employees who fear discipline or termination will be much less likely to swiftly report potential problems. You will eventually discover you’ve been compromised, but only after the damage has multiplied.
•Backup frequently. Losing a file to encryption is much less problematic if you have a clean backup copy. Review your backup procedures, and make sure you have a robust backup process.

© Copyright 2016 Armstrong Teasdale LLP. All rights reserved

Alabama: Indian Gaming Benefits More Than Just Tribes

While political opposition still sometimes flares up, with some form of legal gaming available in all but two states, there now is little question that gaming is widely accepted in the United States. In 2014, commercial casino gaming revenues were slightly less than $38 billion, and tribal gaming represented an additional $28.5 billion. These are significant economic contributors, and tribal gaming is especially important in helping improve conditions in many communities.

Tribal gaming is a unique economic engine. The Indian Gaming Regulatory Act (IGRA), which was enacted in 1988 to provide a statutory basis for the regulation of gaming on Indian lands, prohibits using net revenues from Indian gaming for any purpose other than funding tribal government operations or programs; providing for general welfare of the tribe and its members; promoting tribal economic development; donating to charitable organizations; or helping fund local government agencies’ operations. The dedication of tribal gaming revenues to these beneficial purposes has funneled hundreds of millions of dollars into health and welfare programs, education, housing and public safety, assisting not only tribal members, but the surrounding communities.

The Poarch Creek Indians (PCI) in Alabama illustrate this point. Since achieving federal recognition in 1984, they have grown their gaming economic development operations from a small bingo hall with 130 jobs to three major casinos and a growing number of non-gaming enterprises with a combined total of nearly 4,000 employees, most of whom are not enrolled tribal members.  The casinos are “destinations,” with first class restaurants, spas and entertainment venues, including recreation for the local communities such as movie theaters, arcades and bowling alleys. In keeping with the IGRA rules, their revenues fund health clinics, elderly housing, scholarships, and even a 15,000 acre wildlife preserve. They funded the construction and on-going full-time staffing of two fire and rescue stations that serve the entire community and have joint assistance agreements between their tribal police and two sheriff’s departments to help with local law enforcement.

PCI has generously fulfilled the IGRA provision that allows “helping fund local government agencies’ operations,” with substantial donations to schools, transportation, hospitals, public safety operations and other local government functions. They make charitable gifts to a broad range of agencies and have an endowment program to which anyone can apply for up to $5,000 to fund a community service program.

Perhaps even more remarkable is the Creek Indian Enterprises Development Authority through which PCI is expanding their business operations into a diversified group of enterprises bringing economic development to the entire state, and especially good jobs to areas where, not so long ago, share cropping was still prevalent. PCI operates a major interstate truck stop, convenience stores, hotels and restaurants not connected to gaming, one of the largest cattle farming operations in Alabama and a high-tech manufacturing facility serving the aircraft and automobile industries and supplying parts for space vehicles. As an indicator of the Tribe’s sound economic development strategy, in 2015, these business enterprises were self-sustaining, with no supplemental funding from the gamng operations.

The drafters of the IGRA legislation intended it to be a vehicle to provide the ability for Indians to benefit their communities and help tribal members escape wide-spread poverty. The PCI economic development focus is a demonstration of the wisdom of that policy.

© 2016 Jones Walker LLP

The Future of Business Relations in Cuba – Commentary from a Seasoned Customs Attorney

cuba_800_11429Since the December 2014 reopening of diplomatic relations, access to Cuba has been greatly widened, with new changes to regulations taking place as recently as late January.  These developments signal opportunities for legal service providers to assist clients who are seeking advice on business development opportunities in Cuba. However, effective advising requires a thorough understanding of the history of the U.S. embargo on Cuba and the changes in the laws themselves.

Peter Quinter, Chair of the Customs and International Trade Law Group at GrayRobinson P.A., offers a unique perspective regarding U.S. and Cuban relations as a former attorney in the Office of Chief Counsel for U.S. Customs in Miami. As a South Florida resident surrounded by the stories about the 1959 Cuban Revolution and Fidel Castro, Peter was fascinated with the unique relationship between the two countries. As an attorney with U.S. Customs, he was also responsible for enforcing the U.S. embargo of Cuba. I recently had the opportunity to discuss his perspective on the progress of reopening relations with Cuba following his participation in a panel discussion at the recent Marketing Partner Forum.1

Since the imposition of the U.S. embargo on Cuba 55 years ago, Cuba’s economy has remained relatively stagnant in growth. I was initially focused on the idea that only the U.S. refused to trade with Cuba, and that despite access to everywhere else in the world, their economy did not grow. Mr. Quinter corrected my assumption, stating “[t]here were multiple embargoes, but they disappeared long ago. Only the U.S. retains the embargo, and it was U.S. policy to punish any country doing business with Cuba.”  In fact, the UN General Assembly has nearly unanimously voted to condemn the embargo every year since 1992. The U.S. only garnered support from one other nation –Israel– in the most recent vote on the embargo in October 2015.

Despite the standing embargo, the U.S. is now poised to begin contributing to the significant growth of the Cuban economy. Although most U.S. companies are still prohibited from doing business in Cuba, the relaxed rules and opening of embassies in D.C. and Havana have allowed a few major companies to start doing business in Cuba including Verizon, Netflix, and AirBNB. Mr. Quinter believes many industries have the opportunity to rapidly develop in Cuba due to the expansion of diplomatic relations: “Logistics, warehousing, hospitality, aviation, travel agents, sports, education..to name a few.” These developments signal new opportunities for U.S. law firms to advise companies in their up-and-coming dealings in Cuba.

Like business dealings in any country, it is imperative to understand and work within the laws of Cuba’s socialist government. Mr. Quinter’s extensive experience in advising clients on OFAC regulations and policies (Office of Foreign Assets Control) for 26 years makes him uniquely positioned to comment on the current state of U.S. law firm involvement in this rapidly evolving area. During the presentation, he stated that few firms are approaching this opportunity in the appropriate manner. In our follow up discussion, he called attention to this error: “Suddenly, numerous law firms are ‘experts’ in this, and are attempting to be business brokers, instead of legal advisors.”

As a legal advisor, Mr. Quinter elaborated that law firms’ focus should remain on advising U.S. persons and companies about the relevant legal requirements that allow these entities to travel to, trade with, or invest in Cuba. A major part of this practice is determining whether a license is required to do any of these things, and if so, obtaining the license from the U.S. Treasury for the client. Once the appropriate license is obtained, then the firm will need to assist the client in working with the Cuban government.

Law firms can add value to their practice by beginning to form new partnerships now so they can be better equipped to help their clients establish businesses down the line. Mr. Quinter advises that traveling to Cuba, experiencing the culture, and introducing themselves to the community is an excellent way for law firms to equip themselves to guide clients who are looking to do business in Cuba. In May 2015, Mr. Quinter, as Chair of the Florida Bar’s International Law Section, led the largest lawyer delegation ever to visit Cuba. While the group was in Cuba, they met with lawyers, journalists, and dissidents to get a better lay of the land and to help move toward opening up business relationships. Mr. Quinter has since returned to Cuba in October 2015 on behalf of a client meeting with government officials.

The upcoming 2016 presidential elections could greatly impact the progress being made in Cuba. Several presidential hopefuls have made their sentiments toward the embargo known: Republican candidate Marco Rubio staunchly for the embargo, and Democratic candidate Hillary Clinton ardently against it. However, Mr. Quinter posited, “What has happened to date is legally reversible, but realistically not.” He believes the embargo will eventually meet its end: “As more investment in and trade with and authorized travel by Americans occur to Cuba, even the few people who support the U.S. embargo (Cubans call it a ‘blockade’) will realize the embargo is counterproductive, and a leftover from the Cold War of the 1950’s and 1960’s.”

At the moment, Mr. Quinter acknowledges that in the short term, OFAC regulations continue to make it difficult to do business in Cuba. However, he is hopeful for the future: “In 10 years, we will look back and wonder why the U.S. did not terminate the U.S. embargo of Cuba decades ago, and we will recognize the leadership of President Obama in having the courage and vision to starting the process.” In fact, President Obama has recently announced that he will be the first sitting U.S. president to visit Cuba in over the 85 years. This is a signal of the U.S.’s overall sentiment toward Cuba, but only time will tell how U.S.-Cuban relations are progressing.

Article By Nicole Cudiamat Minnis of The National Law Review / The National Law Forum LLC

Copyright ©2016 National Law Forum, LLC


 

1 Mr. Quinter was a part of a panel at the Legal Executives Institute 23rd Annual Marketing Partner Forum, held January 20-22nd in Orlando. He was joined by Eddy Arriola, Chairman of the Board & Chief Executive Officer, Apollo Bank for the presentation, “From Swords to Plowshares: Cuba, Legal Business Development and Industrial (R)evolution (Breakout)”.

Building a Business Development Mindset in Law Firm Associates, Junior and Income Partners

meeting handshake black figures

Firms continually struggle to transition associates and junior partners from the “learning to be a great attorney mindset” to being great attorneys who also actively contribute to the firm’s bottom line.  In a fragile and shrinking legal market, business development at all levels and in all practice areas starts earlier and is being monitored more closely. Common stumbling blocks at the outset of building a business development mindset include where attorneys should start and how firms should help attorneys tailor their plans to both their different practices and diverse personalities. Once those business development plans are in place, firms are further challenged by how they can monitor and measure the effectiveness of their plans and how they must balance competing requests for funding for Business Development activities.

I had the opportunity to interview three law firm leaders in diverse practice groups about developing and monitoring attorneys’ business development plans.  Jason P. Grunfeld, the Head of Business Development and a partner in the firm’s Financial Services group at Kleinberg, Kaplan, Wolff & Cohen, P.C.;   Louis Britt, the Regional Managing Partner for FordHarrison‘s Memphis, Nashville and Dallas offices and a Partner in the firm’s Employment Litigation group; and Samir Gandhi, co-practice leader of Sidley Austin’s New York Corporate Group, took the time to answer some questions about effective business development strategies.  Thank you to for Messrs. Britt, Gandhi, and Grunfeld for sharing their experiences.

Jennifer:  What are some practical tips for helping even the most junior associates build a business development mindset?

Jason:  I tell associates to ask themselves some big questions:

  • What part of my work/profession excites me?
  • What is my network (professional, social, school), and how can I keep actively intouch with them?
  • What are my priorities and where do I want to be in 2, 5, or 10 years?

Then I encourage them to draft a plan for developing their: skills; expertise; visibility within the profession and to potential clients; and expand their network (both internally and externally). To keep up the momentum, I ask them to pick two items they can complete within the next month. One goal might be to reconnect with a potential or current client by sending them an email to touch base. Another could be to research an organization they would like to become more involved in. Still another could be to think about a potential article topic in their area of practice.

I also remind them to look for everyday opportunities to connect with new contacts and reestablish old ones.  This kind of networking is essential no matter what stage of your career you are in. It’s not just about connecting with potential clients, it also gets you in front of referral sources, mentors/advocates, and ultimately a great support system.

Louis:  At FordHarrison, we encourage associates from the very beginning to build a business development mindset.  This starts with building good habits and getting out to meet people.  We insist that associates take part in an organization, whether it’s a bar association, an industry association, philanthropic, or civic-oriented.  We want them to work toward becoming a leader in that organization, which can start with committee involvement and build from there.  We want them to write for publications, participate in speaking opportunities, and get used to occasionally having lunch outside the office.  They can start with former classmates, but also take the opportunity to buy a client lunch whenever they have the opportunity in working with them.

Building good habits is akin to regular exercise.  No one can run a marathon without putting in lots of shorter runs on a daily basis.  Lastly, it’s always good when partners can take associates along on a business development activity, whether it’s as simple as a lunch or as big as a pitch meeting.  People learn best from examples, and this is a great way to take a little of the mystery and nervousness out of business development for associates.

Samir:  Use simple, easy to accomplish tasks.  Most junior associates/partners who are new to practice development get intimidated by the concepts of “business plans” or marketing strategies.  Create goals that are effective yet not overwhelming, like doing one client alert per month or three practice development phone calls per week.  These are less intimidating and more likely to be done and each sets a goal that is practice development-focused.

Jennifer:  How can business development plans be tailored to meet different types of practices, different personality types?

Jason:  For most lawyers, the two primary obstacles to business development are fear and lack of time. The fear comes when lawyers are asked to step outside of their comfort zones and engage in new activities. Lack of time causes lawyers to push business development to the back burner, never giving it the chance to mature into a habit.

As far as personalities go, we also know that lawyers score high on skepticism (they question everything), autonomy (they don’t like being managed), and urgency (they want immediate results). None of this is great for developing business.  At Kleinberg Kaplan we try to overcome these obstacles by helping our lawyers develop marketing plans and tactics that fit their practices and unique personalities.

Tactics such as writing articles and participating in webinars to demonstrate thought leadership are helpful for lawyers whose personalities are more introverted.  Speaking to groups and attending networking functions are suggested for lawyers who are more comfortable with being extroverted. Some also find success with small group interaction at settings such as restaurants, cultural events, or sporting events. Other tactics can include making lawyers available for interviews to comment on key issues related to their area of practice. It’s all about the comfort zone for the individual lawyer… there is no “one size fits all.” Lawyers whose business development efforts are consistent with the needs of their practice, as well as their personality, values, and interpersonal characteristics are more likely to perform better.

Samir:  Difficult to answer as it really depends on the practice, but I tell people to really listen to what their clients or prospective clients want.  Lawyers tend to do things that are formulaic rather than bespoke.  Listen to what your clients’ needs are and your business plan can revolve around that need.

Jennifer:  Once business development activities have taken place, how do you monitor follow up and follow through?

Jason:  One aspect of our coaching program is the development of systems to organize, motivate and direct our lawyers’ business development activities in the shortest amount of time. We are helping our lawyers to build their own specific list of prospects that they would like to transform into clients – and a system that tracks exactly where they are in the process and the next steps that need to be taken.  This analytical approach provides organization, prompts action, tracks conversations, and helps us to analyze networks. The process begins with a chart that includes the name of the target organization; the potential contact within the organization; general description/information about the organization, history and notes about the contact; next steps to be taken; and deadlines to be met.

An important part of the process is identifying the various stages of the relationship:

  1. target identified,

  2. when the initial communication is made,

  3. what steps are taken to build the relationship,

  4. when the meeting is held to assess legal needs,

  5. what steps are taken to build trust (follow-up, sending articles, sharing information, etc),

  6. when the agreement is made to hire, and

  7. when the file is opened.

Samir:  At Sidley we try to gauge follow up through surveys and results inquiries (e.g., how did the RFP go?).   As a practice group head, I try to make sure I remind lawyers on my team to continually follow up and keep your promises to do so.

Jennifer:  How do you balance competing requests for funds / priorities for business development activities?

Louis: As attorneys are seeking approval for funds outside of routine client lunches or dinners, we ask them what business purpose is served and what follow-up is planned.  Another thing we do at our firm is give a greater priority when a lawyer looks to involve others in his or her office.  We want to avoid the use of funds for “pet projects,” so to avoid this, we will often insist that certain activities involve more attorneys within the office, and require a plan for follow-up.

Samir:  Carefully.  Based on a combination of need and effective use of funds.  We are a large firm and there are a lot of competing teams looking for funds.  We try to make sure teams use best practices to be efficient so that we aren’t unable to fund someone who is deserving because we were inefficient with funds.

Copyright ©2016 National Law Forum, LLC

[1] I recently had the opportunity to hear Louis Britt III, Samir A. Gandhi, and Jason P. Grunfeld speak at Thomson Reuters 23rd Annual Marketing Partner Forum held last month in Orlando.  I’d also like to extend a big thank you to Cindy Larson, the Publisher of SuperLawyers Magazine who moderated the “Where Are You Going? Where Have You Been? Investing in Junior & Income Partners for Business Development” panel whose members included Messrs. Britt, Gandhi, and Grunfeld.  Click here: for a full recap of this panel discussion by Cindy.