Category: Litigation

Don’t be Late, for That Very Important [Bar] Date!

The National Law Review recently published an article by Renée M. Dailey and Chrystal J. Szeto of Bracewell & Giuliani LLP regarding Bar Dates:

On March 13, 2012 the Queen of Hearts in the Fifth Circuit Court of Appeals showed no sympathy for the White Rabbit’s plight and denied a creditor’s appeal of an order disallowing its late filed proof of claim in the DHL Master Land Holding LLC bankruptcy case.1

The bank-creditor (the “Bank”) received its invitation to DHL’s chapter 11 proceeding in February of 2010, but did not notify its counsel of the matter until “late May, early June” and directed them to focus on DHL’s non-debtor affiliates as co-debtors on obligations owed to the Bank.

The White Rabbit finally arrived to see the Queen a full 42 days after the June 2, 2010 Bar Date. Realizing its tardiness, the Bank filed a motion to permit the late filing, claiming its counsel was responsible and that it should not be beheaded for counsel’s mistake. The Bank also claimed that its lateness would not prejudice the debtor since it had been aware of the Bank’s claim since the start of the bankruptcy proceeding. The creditors’ committee objected to the Bank’s motion on the grounds that the Bank failed to show excusable neglect, and, after considering the evidence, the bankruptcy court denied the Bank leave to file a late claim. The bankruptcy court pointed to the fact that the Bank had notice of the proof of claim bar date well in advance of the deadline and had failed to inform its counsel when it hired them just days before the date in question. On appeal, the district court affirmed, finding no abuse of discretion in the bankruptcy court’s decision.

The Bank further appealed to the circuit court, claiming that the district court erred in affirming the bankruptcy court’s finding that inadvertence did not constitute “excusable neglect.” The Fifth Circuit disagreed. After considering all of the relevant factors, including the danger of prejudice to the debtor, length of the delay and potential impact to the proceedings, the reason for the delay, and whether the movant acted in good faith, the Fifth Circuit confirmed the “off with their heads!” approach of the lower courts and denied the Bank’s appeal.

As with all entertaining stories, there is a valuable underlying lesson. Here the looking glass is clear: the bankruptcy court is no Mad Hatter’s eternal tea party, and time does not stand still when filing proofs of claim.

________________________

1 In re DLH Master Land Holding, 2012 U.S. App. LEXIS 5248 (5th Cir. Mar. 13, 2012).

© 2012 Bracewell & Giuliani LLP

Search Warrant Basics

Recently The National Law Review published an article from Risk Management Magazine a publication of the Risk and Insurance Management Society, Inc. (RIMS) regarding Search Warrants in the Office:

When armed government agents enter your office, seize your computers and talk to your employees, the business day has gotten off to a rough start. It only gets worse when the news shows video of agents in raid jackets carrying your eye-catching, focus group-tested logo. As the days go on, you are busy reassuring customers, vendors and employees that despite early reports and comments made by the government and your competitors, it is all going to be fine and you are going to get back to business as usual.

Presented with this hypothetical situation, many adopt a similar response: it won’t happen to me. But any business that operates in a heavily regulated area or partners with any federal agency needs to appreciate that government inquiries are simply part of operating in that space. The FBI is not the only investigative agency; it is just as likely that the Environmental Protection Agency or the Health and Human Services Office of the Inspector General will be at the front desk with a warrant in hand and a team ready to cart away the infrastructure and knowledge of your business. Will you be ready?

Good planning as part of a regular annual review can help settle nerves, avoid costly mistakes, and put you in the best defensive position should that fateful day come when the feds show up at your door. Follow this five-part plan and you will be much better off.

Summon the Team

Just as the agents did the morning before the search, you need to assemble your response team. The government has specialized people with individual roles and you need to have the same type of team. Some people on your team are there because you want them there. Others make the team because they sit at the reception desk or close to the front door. Either way, they are now on the same team.

The point person on the team has to be the in-house counsel. The agent may not let the receptionist place a series of calls, but the receptionist should be permitted to call the in-house counsel to notify her of the situation. From that point on, the command center shifts from the front desk to counsel’s desk.

The next call should be made from the company’s general counsel to outside criminal counsel. A general litigation or M&A background may be well suited for the company’s general needs, but on this day, the needs are quite different. Outside criminal counsel needs to begin the dialogue with the agent and the prosecutor, and should send someone to the scene if possible.

The response team should also include the heads of IT, security and communications. The IT officer must make sure that, as the search is conducted, intrusion into the system can be minimized so that the business may continue operation. If the IT officer is not permitted to assist with the search, it is critical that he observes all actions taken by the government related to any IT matters. This observation may be valuable at some point in the future if computer records are compromised or lost. This is just as important for information that may tend to show some violation of the law as it is for information that may support defense or a claim of actual innocence. The Computer Crime and Intellectual Property Section of the Criminal Division has produced a manual for the search and seizure of computer records and an expert can help evaluate law enforcement’s compliance with its own approved procedures.

If your company is a manufacturer or scientific production company where the question at issue may be the quality, characteristics or integrity of a product, it is important that you demand an equal sample from the same source and under the same conditions as those taken by the seizing agents. This is important so that your own experts can review a similar sample for your own testing in defense. If this is not possible given the type of product seized, your outside counsel will work with prosecutors and agents to assert your rights to preserve evidence for future testing. Just as the IT expert can be a helpful observer, a technical expert who observes the government sampling can also provide valuable insight into issues related to the sampling that may make a world of difference at some time in the future.

The communications expert is the final member of the team, but no less significant. She can be an important point of contact for media inquiries that will inevitably follow. It is vital to be able to communicate to your customers that you are still performing your daily support and that, as you address this matter, you will never take your eye off the customer’s needs and deadlines. With a disciplined response, many companies will survive a search warrant and government investigation. This process will help ensure that your customers are there for you when you get through this difficult time.

Depending on the size of your company, all of the response team roles may be performed by one or two people. Think of the function of the tasks that need to be accomplished instead of job titles alone. The other factor that you must consider at the outset is what role will these people have in the case going forward. Try and identify people who can perform these tasks but will be outside the case itself. If you know that the company lab has been under investigation, the lab director may be a target of the investigation. If that is the case, you do not want to have that employee serving as your only witness observing the search. Instead, an ideal observer might be the outside counsel’s investigator.

Execute a Pre-Established Plan

An important part of this response is that you have a pre-established plan that can be taught and disseminated instantaneously. The first rule of any plan is to not make matters worse. In this case that means, “Let’s not have anyone arrested for obstruction.” If the search team has a signed search warrant for your address, they have a lawful right to make entry.

Challenging the search warrant is for another day and both state and federal laws prohibit interfering with the execution of a search warrant. This is the time to politely object to the search and document what is happening. With a copy of the search warrant in hand, outside legal counsel may be able to challenge the scope of the search, but that is not an area where the novice should dabble.

While your specialized team members perform their tasks, the company is generally at a standstill while the search continues. Let your team members work and have the rest of your employees go home. You are shut down for the time being just as you would be any other time your business is closed. You do not want to allow employees to wander the halls and interact with agents. Off-hand comments that make it into a law enforcement report may distort the facts and be difficult to explain later.

Make sure that company employees understand what is happening and what their rights are in this situation. It is important to avoid interfering with the actual lawful execution of a search warrant; it is also unlawful to tell your employees to not speak to the agents. If they know they have a right to meet with a company-retained counsel of their own and have a right to remain silent at this point, it may go a long way in calming nerves.

Assert Privilege

This is not a difficult matter to explain, but it is critical: if there are documents that are covered by the attorney/client privilege or any other similar privilege, it is critical that you assert that privilege. One reason for the receptionist to be allowed to call company counsel is that there are materials that are covered by the privilege.

It is critical to make privilege claims at this juncture so that the agents are aware of the assertion and that they formally recognize it. This may simply mean that they put those documents in a different box for review by a team subject to judicial review at a time in the near future or it may mean that the team will review the materials for immediate decisions to be made on scene. Whatever procedure the agents have established can be reviewed later, but if you do not assert privilege now, it changes the options available to you as the proceedings go forward

Record the Search

Given the concerns of civil liability, it is not uncommon for agents to make a video recording of their entry and departure from the scene. Their goal is to document any damage that may have been caused by the lawful execution of the warrant. The agents also want to be able to document their professional execution of the warrant in the event that claims are raised at a later point. But that tape is going to stay in their custody and not be available for your team to review as you prepare the defense.

A video record of the search may provide a key piece of support to the defense that could not possibly be understood on the day of the search. However, this process must be handled in a very unassuming manner and with a clear understanding by the agents that you are doing it, and that, in the event there are undercover officers who are masked, that you will make no effort to record them. In some states, recording voice without consent of all parties is a felony, so this is a matter that you must review with outside counsel when you are developing your procedures for search warrant response. Again, you do not want to do anything to make your situation worse.

Collect Your Own Intelligence

Just as the agents are trying to learn about your operations, they will be giving you valuable information about their own operations and the focus of their investigation. Your first tasks are to determine who is in charge, document the names of the agents in attendance and note all the agencies involved in the search. This is information that you can gather directly by politely asking for the names of the agents and observing the insignia of the agents’ uniforms or badges around their necks.

The other opportunity available to you in this unique situation is the opportunity to listen to the language the agents use, the apparent hierarchy of the agents, and the small bits of casual conversation that may give you valuable insight into the goals of the search. As the day wears on, the agents will feel more comfortable around your response team and they will talk more freely. This is not to suggest that your team should attempt to interrogate the agents, however, because that will open a two-way dialogue that may lead to statements that are difficult to explain or put in context. The suggestion is simply that you serve as an active listener.

Help Establish Rapport

Throughout the day, the agents are going to be forming opinions about your company and your employees. Use this time to make a good impression about your company. A professional, disciplined response in a time of crisis sends a very different message than the one sent by yelling obstructionists. Even though the agents have quite a bit of information about you as their target, it may have all been gathered from third parties. This may be your opportunity to impress them and to help them question the veracity of your accusers. Remember that there will be meetings about your company, your executives and their futures, and the only people in those meetings will be the agents and the prosecutors. You want their memories of this day to weigh in your favor.

Risk Management Magazine and Risk Management Monitor. Copyright 2012 Risk and Insurance Management Society, Inc.

DOJ Goes After Smaller Fraudsters, Lets Big Fish Escape

An article featured recently in The National Law Review regarding the Department of Justice’s Prosecuting Fraud was written by Nicole Kardell of Ifrah Law:

Successful criminal prosecutions of mortgage fraud seem to have one thing in common: a fraud figure well below $10 million. One of the recent cases that generated a fair amount of press involved the convictions of co-conspirators in a mortgage scheme carried out by an ex-NFL player. That scheme, which took place during the housing boom in the early 2000’s, resulted in 10 convictions. Former Dallas Cowboy linebacker Eugene Lockhart is facing jail time of up to 10 years. The nine other individuals are looking at sentences of roughly two to five years.

The mortgage scheme – which led to convictions for wire fraud, conspiracy to commit wire fraud, and making false statements to a federal agency – seems pretty typical of the conduct that prosecutors have been going after: the use of “straw borrowers” to apply for loans on home purchases; falsification of data on loan applications to ensure that straw borrowers would qualify for home loans; and creation of artificially high appraisal values for the homes to be purchased by the straw borrowers. In the case of Lockhart and his cohorts, the Justice Department alleges that the scheme resulted in an actual loss to lenders of roughly $3 million.

While $3 million is not a trivial sum, it is a very tiny portion of the housing industry. Even the total amount in all similar prosecutions nationwide is quite small. Recent headline prosecutions involving similar schemes include a Florida case valued at $8 million in loan proceeds, an Alabama case valued at $2 million, and a New York case valued at $82 million in loan proceeds. At least the latter is a more aggressive number (as apparently was one of the defendants in the New York case, who moonlighted as a dominatrix in a Manhattan club).

The government has been touting these prosecutions as a part of a major crackdown on the mortgage business. The DOJ press statements note that“[m]ortgage fraud is a major focus of President Barack Obama’s Financial Fraud Enforcement Task Force.” But these are comparatively minor matters if one looks to the real causes of the housing crash that led to the 2008 financial crisis. Bank of America, Goldman Sachs, JPMorgan Chase, and Wells Fargo, who were all in the business of packaging and selling subprime mortgages, have been more or less covered with Teflon.

The lack of criminal prosecutions against the big banks in the subprime crisis has been written about many times. But that doesn’t mean it’s not worth repeating. Something seems just wrong about the DOJ’s focus on the smaller fraudsters and its soft approach to the bigger players.

Hopefully, the SEC’s recent decision to send Wells notices to Goldman Sachs, JPMorgan Chase, and Wells Fargo indicating possible enforcement proceedings, means that at least these banks could face some civil liability for their role in the housing crash. And Bank of America recently settled a False Claims Act case with the Feds for $1 billion. But approaching the banks with civil actions, and skirting individual culpability, sends the message that once you reach a certain level of success, you are above the law.

© 2012 Ifrah PLLC

Contractual Good Faith: Having Rights Doesn't Necessarily Mean You Can Use Them

Recently in The National Law Review an article by Anthony C. Valiulis and Melinda J. Morales of Much Shelist, P.C. regarding Contractual Rights:  

It can be a painful lesson to learn: just because you have discretion to do something under a contract does not mean you can exercise those rights anytime you want. Why is that? The covenant of good faith and fair dealing, implied in every contract, requires that a party vested with discretion exercise it reasonably and not arbitrarily, capriciously or in a manner inconsistent with the reasonable expectations of the parties. The purpose of this duty is to ensure that parties do not take advantage of each other in a way that could not have been contemplated at the time the contract was drafted or do anything that would destroy the other party’s right to receive the benefit of the contract.

The City of Woodstock learned this lesson the hard way in a recent Illinois Appellate Court decision. Reserve at Woodstock, LLC v. City of Woodstock, decided in September 2011, involved a 10-acre piece of property annexed to the City of Woodstock pursuant to a 1993 annexation agreement. In addition to zoning the property as residential (for 20 lots) and binding the parties for 20 years, the agreement contained a provision that no change could be made to any ordinance, code or regulation during the term of the agreement that would affect the zoning classification or uses permitted on the property. However, the agreement also gave Woodstock the right to re-zone the property for agricultural uses or de-annex the property if it was not developed within five years of annexation (i.e., the development window). Ultimately, the property was not developed within the specified period.

Reserve at Woodstock purchased the property from the original owner in 2005 and requested approval of a 20-lot plat in 2006. Woodstock’s Plan Commission issued a report stating that the plat complied with both the annexation agreement and relevant city ordinances, and recommended approval of the plat. However, the Woodstock City Council denied approval despite the fact that Reserve had invested hundreds of thousands of dollars in connection with its efforts to get the plan approved, met all of the municipality’s demands for impact studies and other assurances, and presented evidence that the plat was fully compliant.

Reserve sued the City of Woodstock, which responded by rezoning the property as agricultural and taking certain other steps that caused the property to be de-annexed. Although Woodstock had the right to take such action under the annexation agreement, the court nonetheless held that city’s actions violated the implied covenant of good faith and fair dealing.

What does this mean for you and your business? First, bear in mind that this implied covenant exists in every private contract, as well as those involving a municipality. And discretion is common in certain types of contracts, such as in contracts for the purchase and sale of goods. Thus, if you have an agreement that gives you the right to perform within certain parameters or limits, the covenant of good faith and fair dealing should guide how you exercise that right.

Ask yourself whether your decision will deprive the other party of their expectations under the contract, and think twice before acting. Relying on the contract language may not be enough, so it is wise to discuss the matter with legal counsel. When it comes to contracts, an ounce of prevention is always better than a pound of cure.

© 2012 Much Shelist, P.C.

Electronically Stored Information, Social Media and the Rules of Professional Conduct: Are you compliant with your duties of competence and diligence?

Recently published in The National Law Review was an article about Compliance and Diligence and Electronic Media by  Charles H. Gardner of  Much Shelist, P.C.:

Electronically Stored Information and its increasingly complex progeny, social media evidence (collectively, “ESI”) are quickly being woven into the fabric of discovery and the practice of law.  As the cases and rules of professional conduct discussed below demonstrate, lawyers who fail to thoughtfully investigate and use social media evidence (both that of their own client and that of the opposing party(ies)) are not engaged in best practices.

The American Bar Association (“ABA”) Model Rule of Professional Conduct 1.1 (Competence) states that “[a] lawyer shall provide competent representation to a client. Competent representation requires the legal knowledge, skill, thoroughness and preparation reasonably necessary for the representation.” (The Model Rules have been adopted in all of the fifty states, except California, and in the District of Columbia and the U.S. Virgin Islands). Comment 5 to Rule 1.1 provides, in part, that “[c]ompetent handling of a particular matter includes inquiry into and analysis of the factual and legal elements of the problem, and use of methods and procedures meeting the standards of competent practitioners. It also includes adequate preparation (emphasis added).” Further, the ABA Standing Committee on Ethics and Professional Responsibility Formal Opinion No. 98-411(1998) states, “[w]e believe the ethical issues are the same whether [involving] substantial legal or procedural aspects of a client’s matter or [a lawyer’s] ethical duties in furtherance of the client’s matter.”

Much has changed since the ABA adopted the Model Rules of Professional Conduct and its predecessor guidelines. Electronic data and communication and social media communities such as Facebook, MySpace, and Twitter have become linchpins of society and discourse. As of December 2011, Facebook alone reported that it had 845 million monthly users and more than 483 million average daily users (http://newsroom.fb.com/content/default.aspx?NewsAreaId=22, last visited Feb. 12, 2012).

In the recent case of Griffin v. Maryland, 192 Md. App. 518, 535 (2010), the court opined, “[i]t should now be a matter of professional competence for attorneys to take the time to investigate social networking sites (emphasis added).” In addition, a 2010 study by the American Association of Matrimonial Attorneys found that an overwhelming eighty-one percent of the nation’s top divorce attorneys said that they have seen an increase in the number of cases in which social media evidence plays a role. Sixty-six percent of those attorneys cite Facebook as the primary source of such evidence. Accepting as an imminent practical reality that an attorney has or will soon have an affirmative duty to investigate social media evidence, what might the cost be to the attorney, the client, or both for failing to do so or, worse, failing to preserve such evidence?

Consider hypothetically the evidentiary value of photographs posted on a disability claimant’s social media page showing her rock climbing, for example. One can see just how persuasive ESI can be.  However, ESI can also be a minefield of professional liability. Consider the case of Lester v. Allied Concrete Company, Nos. CL08-150, CL09-223 (Va. Cir. Ct. Oct. 21, 2011) in which a Virginia attorney was found to have instructed his assistant to tell his client to remove a photograph from a social media website. Finding that the lawyer had violated Virginia’s equivalent of Model Rules 3.3 (Candor toward the tribunal), 3.4 (Fairness to opposing parties and counsel), 5.3 (Responsibilities regarding non-lawyer assistants), 8.4 (Misconduct) and rules of court regarding conduct that tends to defeat the administration of justice or to bring the courts or the legal profession into disrepute, the court sanctioned the attorney with a fine of $540,000. In addition, the court fined the client $180,000 for spoliation of evidence. For the twenty-first century practitioner, a well thought-out ESI discovery plan could mean not only the difference between success and failure in the matter at hand, but may also mean the difference between a grateful client and a client that brings a malpractice claim, a disciplinary complaint or both for ineffectiveness in investigation and preparation. However, case investigation and preparation are not the only source of risk for attorneys and judicial officers.

The case of In re: B. Carlton Terry, Jr., No. 08234 (N.C. Judicial Standards Commission, April 1, 2009) demonstrates how critical it is for attorneys to be savvy in social media and ESI discovery in general. In that family law case, the judge, plaintiff’s counsel and defense counsel were discussing Facebook in a meeting in chambers. Plaintiff’s attorney commented that she did not know what Facebook was and did not have time for it. Following the meeting in chambers, Judge Terry and defense counsel became friends on Facebook and discussed the case in some detail. Judge Terry also conducted independent investigation into plaintiff’s social media pages and quoted from them at the hearing. The judge did not inform plaintiff’s counsel of his actions until after he had entered an oral order. Plaintiff’s counsel immediately sought to and did have the judge’s order vacated. Judge Terry voluntarily disqualified himself and the case was remanded for a new hearing, costing the taxpayers a considerable amount. Ultimately Judge Terry was publicly reprimanded by consent in formal proceedings before the Judicial Standards Committee.

Had plaintiff’s counsel conducted a thorough, or even a rudimentary, ESI investigation, the wrongdoing on the part of defense counsel and the bench could have been addressed promptly which would have spared both Plaintiff and the taxpayers significant costs in having to try the same matter twice.

Furthermore, it is worth noting that the rules of professional conduct apply equally to in-house counsel and transactional attorneys as to litigators. In the more casual in-house and transactional business environments, the line between clients and business colleagues can become easily blurred. These attorneys should be especially mindful of their professional responsibilities and the implications that their actions may have on their organization in the event that litigation ensues.

Following are six simple and practical suggested steps towards developing a strong ESI discovery plan and investigation process:

  1. Educate yourself about social media and ESI in general. If you do not know where to look, you could be lost in a search engine “black hole”. Not only can you place yourself ahead of the pack in the legal community, you will also be able to communicate with your children and grandchildren!
  2. Draft a written ESI discovery plan that includes an immediate request for a discovery hold on ESI.  Be systematic and judicious in your requests. And be mindful of Model Rule 1.3 (diligence).
  3. Draft and circulate acknowledgement forms to all personnel in your organization and obtain their signatures.  These documents should educate your personnel about sound social media practices and emphasize ethical concerns as well as the legal liability to the organization, to you and to the employee, who could also face appropriate discipline for violating company policy.  Be mindful of Model Rule 5.3 (responsibilities regarding non-lawyer assistants). And, with respect to employees, be mindful of the limitations imposed by the National Labor Relations Act when drafting your policies and acknowledgement forms.
  4. Instruct your client that ESI is evidence and that the client should not tamper with or destroy such evidence until the case is completely resolved, including during the time allowed for appeals and in appellate proceedings, if any.
  5. Check your client’s social media pages.  Know what you are up against.
  6. Conduct a thorough review of any and all available ESI of the other party.  Be careful to abide by the “no contact” rules.  For example, do not send a surreptitious friend request to gain access to another party’s ESI, but rather, look only at what is publicly available to you and obtain proper warrants for any additional information.  And be prepared to argue to the court why the evidence is relevant and why it should be produced and admitted.

If you are not making diligent and competent use of ESI, you place yourself and your client at a severe disadvantage and you are arguably breaching your ethical obligations. The immediate future is a rare opportunity to be on the cutting edge of developing law.  With a little knowledge and a reasonable amount of follow-through, you can set yourself apart in the new media frontier by making sound use of the bountiful resources that new media technologies have brought to the practice of law.

Charles H. Gardner is Special Counsel to the Intellectual Property & Technology group at Much Shelist, P.C. and head of its social media practice.  Mr. Gardner is a frequent writer and lecturer on the topic of social media and new media technologies. He has been featured in Crain’s Chicago Business and The Chicago Daily Law Bulletin and will be leading a CLE seminar on the “Laws of Social Media” (tailored for house counsel and business executives) on February 21, 2012.* Before joining Much Shelist, Mr. Gardner served as Director of Legal and Business Affairs for Harpo Studios, Inc. Mr. Gardner has a juris doctorate from Loyola Law School, Los Angeles (Entertainment Law Review) and a bachelor’s degree from the University of California, Berkeley.  He is admitted to practice law in California, New York, Illinois, the District of Columbia and before the United States Supreme Court.

*For more information and/or for complimentary registration, please call or e-mail Mr. Rodney Abstone at CLS Executive Search at (312) 251-2564 or email rabstone@clsexecutivesearch.com. 

© 2012 Much Shelist, P.C.

Cutting Edge Issues in Asbestos Litigation Conference

The National Law Review would like to advise you of the upcoming Perrin Conference regarding Cutting-Edge Issues in Asbestos Litigation:

Thursday, March 1st – Friday, March 2nd, 2012
Beverly Wilshire, A Four Seasons Hotel
Beverly Hills, CA

Cutting Edge Issues in Asbestos Litigation Conference

The National Law Review would like to advise you of the upcoming Perrin Conference regarding Cutting-Edge Issues in Asbestos Litigation:

Thursday, March 1st – Friday, March 2nd, 2012
Beverly Wilshire, A Four Seasons Hotel
Beverly Hills, CA

High Court: Police Tracking of Suspect Via GPS Requires Warrant

Recently found in The National Law Review an article by Rachel Hirsch of Ifrah Law regarding a recent High Court Decision Requiring a Warrant:

Last November, we discussed the U.S. Supreme Court’s oral argument in United States v. Jones, which posed the question of whether police need to obtain a warrant before attaching a GPS device to a suspect’s vehicle during a criminal investigation.

We noted that in this case, 21st-century technology had come face to face with the constitutional requirements of the Fourth Amendment. We were hoping that the high court would uphold the U.S. Court of Appeals for the D.C. Circuit and hold that this action is a search that requires a warrant, but we took a pass on predicting what the Court would actually do.

On January 23, 2012, the Court decided the case – unanimously against the government and in favor of defendant Antoine Jones. The decision is fairly gratifying for those of us who believe it desirable to curb prosecutors’ power by imposing restrictions upon it, including, where appropriate, the requirement of a judge-issued warrant.

It turns out that both the advocates of the original-intent approach to constitutional interpretation, epitomized here and in general by Justice Antonin Scalia, and those who prefer the doctrine of the “living Constitution,” led here by Justice Samuel Alito, agree that the use of a GPS device by the government constitutes a search and requires a warrant.

Scalia, writing for a majority of the Justices, observed that prosecutors had intruded upon Jones’ property in way that would have been a “trespass” under common law.

Prosecutors “physically occupied private property for the purpose of obtaining information,” Scalia wrote. “We have no doubt that such a physical intrusion would have been considered a ‘search’ within the meaning of the Fourth Amendment when it was adopted.” And for Scalia, that fact alone was enough to decide the case.

Alito, joined by three Justices who concurred in the result, used quite a different line of reasoning and sharply criticized Scalia’s majority opinion, saying that ironically, it relied upon 18th-century tort law to decide a case involving 21st-century technology.

“This holding, in my judgment, is unwise,” Alito wrote. “It strains the language of the Fourth Amendment; it has little if any support in current Fourth Amendment case law; and it is highly artificial.”

Instead, Alito wrote, he “would analyze the question presented in this case by asking whether [Jones’] reasonable expectations of privacy were violated by the long-term monitoring of the movements of the vehicle he drove.” Alito observed that for decades, the Court has invoked the concept of “reasonable expectations of privacy” in a number of cases to define the nature of a “search” under the Fourth Amendment and to expand the definition of “search” to actions that do not involve a trespass to someone’s property.

Even though Alito is often identified with the pro-prosecution, conservative wing of the Court, he took the defendant’s side in this case. As our blog post last November noted, at oral argument Alito expressed concern about how easy it is these days “to amass an enormous amount of information about people” by the use of today’s technology.

Alito’s opinion followed similar lines. In the absence of legislation about police use of GPS tracking, he wrote, “The best that we can do in this case is to apply existing Fourth Amendment doctrine and to ask whether the use of GPS tracking in a particular case involved a degree of intrusion that a reasonable person would not have anticipated.”

This is good news for constitutional rights and for defendants. Whatever approach one takes to the Fourth Amendment, it’s clear that prosecutors can’t attach a GPS to a suspect’s car without a warrant.

© 2012 Ifrah PLLC

Cutting Edge Issues in Asbestos Litigation Conference

The National Law Review would like to advise you of the upcoming Perrin Conference regarding Cutting-Edge Issues in Asbestos Litigation:

Thursday, March 1st – Friday, March 2nd, 2012
Beverly Wilshire, A Four Seasons Hotel
Beverly Hills, CA

Cutting Edge Issues in Asbestos Litigation Conference

The National Law Review would like to advise you of the upcoming Perrin Conference regarding Cutting-Edge Issues in Asbestos Litigation:

 

 

Thursday, March 1st – Friday, March 2nd, 2012
Beverly Wilshire, A Four Seasons Hotel
Beverly Hills, CA