United States Ex Rel. Hockett v. Columbia/HCA Healthcare Corp.

498 F. Supp. 2d 25, 2007 U.S. Dist. LEXIS 51309, 2007 WL 2039544
CourtDistrict Court, District of Columbia
DecidedJuly 17, 2007
DocketMisc. No. 01-50 (RCL), Civil Action No. 99-3311 (RCL)
StatusPublished
Cited by100 cases

This text of 498 F. Supp. 2d 25 (United States Ex Rel. Hockett v. Columbia/HCA Healthcare Corp.) is published on Counsel Stack Legal Research, covering District Court, District of Columbia primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
United States Ex Rel. Hockett v. Columbia/HCA Healthcare Corp., 498 F. Supp. 2d 25, 2007 U.S. Dist. LEXIS 51309, 2007 WL 2039544 (D.D.C. 2007).

Opinion

MEMORANDUM OPINION

LAMBERTH, District Judge.

I. INTRODUCTION

This case began its life in the Western District of Virginia, and was one of several matters transferred to this Court for consolidated and coordinated pretrial proceedings as part of a multi-district litigation. That litigation has seen some 30 lawsuits come through this Court, which have lasted ten years and spawned thousands of court filings. Only two of these cases remain, and this is one. Today the Court resolves all outstanding motions, dismissing some claims and granting summary judgment as to others. As this case is now almost ready for trial, the Court will order the submission of a joint pretrial statement and will schedule a pretrial conference, in an effort to help this case reach the point where it can be returned to the court from whence it came for trial.

II. BACKGROUND

1. Factual History

The relator in this case, Chyrissa Staley, brings this qui tarn suit under the False Claims Act against Columbia/HCA Healthcare, its former subsidiary, Indian Path Hospital, Summit Home Health, and Horizon Mental Health Management, for allegedly inflating costs at Indian Path Hospital and other HCA-affiliated hospitals in order to defraud the federal Medicare program.

The allegations revolve primarily around the Indian Path Hospital in Kingsport, Tennessee. Two of the original relators were doctors at Indian Path (“IPH”), while the third, remaining relator, Chyrissa Sta-ley, was a nurse there. 1 As the year 1996 approached, IPH was preparing to open a new unit in the hospital dedicated to the treatment of geriatric patients coping with both mental and physical illness. This geriatric/psychiatric unit, known colloquially as the “geropsych” or “GP” unit, was in *32 addition to the Indian Path Pavilion, an HCA-affiliated mental health treatment facility that stood next to IPH.

IPH was to receive reimbursement from the federal Medicare program for patient-care expenses at the GP unit under a special program known as “TEFRA,” after the piece of legislation that spawned it, the Tax Equity and Fiscal Responsibility Act of 1982. The GP unit’s first year of operation ran from March 1, 1996 until February 28,1997. For that first year, IPH was to bill Medicare each time a patient was discharged, by sending a UB-92 form that stated how many days the patient stayed at the GP unit. Medicare then reimbursed IPH at a per-day, per-patient rate that the parties had previously negotiated.

At the end of the year, IPH submitted a cost report summarizing all the costs that were incurred at the GP unit for the year. This report was something like a tax return, listing all of the reimbursable costs incurred at the GP unit for the year. Medicare would then reimburse IPH for all costs reflected in the report that had not yet been captured. Most importantly, the cost report for the first year of operation would set the “target amount,” “target rate,” or “base” rate at which IPH would be reimbursed, per-day and per-patient, in future years, with periodic upward adjustments. In its most basic terms, the cost report would report all costs, which would then be divided by the number of patient days, which would yield the new rate at which Medicare would reimburse IPH, per-patient and per-day, in future years. The total cost of running the GP unit during the first year would be treated as the average cost. “Under this system, hospitals were obligated to absorb operating costs in excess of their target amounts, but they received bonuses if their operating costs were less than their targeted amounts.” Sacred Heart Medical Center v. Sullivan, 958 F.2d 537, 540 (3d Cir.1992) (summarizing operation of the TEFRA program).

According to the allegations in the Amended Complaint — the evidence in support of which is discussed more fully infra — the GP unit at Indian Path was halfway through the TEFRA base period when it was determined that the TEFRA rate was too low. A scheme was hatched, or so it is alleged, to improperly inflate the TEFRA rate through a number of devices. IPH made use of a management services company called Horizon, whose employee, Cynthia Culberson, set up shop in the GP unit as its director. There she became a central player in the effort to raise the TEFRA rate. 2 Culberson, allegedly acting *33 with the knowing cooperation of Robert Bauer, Indian Path’s Chief Executive Officer, Jim Matney, its Chief Financial Officer, and Gail Peace, its Chief Nursing Officer, embarked on a scheme to inflate the GP unit’s costs beyond what they normally would be. For instance, it is alleged that these conspirators tried to keep patients in the unit longer than was necessary to treat them, and that they also recruited sicker patients to the unit or diverted them from the pavilion in an effort to increase the average time each patient stayed (referred to generally as the “average length of stay” or “ALOS”), which would then increase total cost.

Defendants are also alleged to have ordered supplies and equipment for use in other departments at IPH, while billing them to the GP unit, thus inflating its costs under the TEFRA program even further. There is evidence suggesting that a number of items were billed to the GP unit but actually intended for use in other departments of the hospital. Stretchers seemed to be high on everyone’s wish list under this ploy, although there also was a stray coffee pot and other items which purchased for use elsewhere in the hospital but billed to the GP unit. Relator also alleges that the GP unit raised its costs by unnecessarily using more costly contract employees or overtime workers, and other schemes. The result of this plot is that, at the end of the TEFRA period, the GP unit’s cost report reflected a state of affairs that was far from the truth, representing to the government that the high costs were typical, were all incurred at the GP unit, and would occur again. This set the GP unit’s reimbursement rate at a high level going forward. While Jim Matney was still the hospital’s CFO, he allegedly said that the GP unit’s costs during its TEFRA base year would have been some $325,000 lower had it not been for conscious efforts to bring the TEFRA rate up. Fisher Dep. at 32-33 [1220-12],

Once the TEFRA period was over, Medicare began reimbursing IPH at the new, higher reimbursement rate established during the TEFRA period. At this point, IPH moved to cut costs in the GP unit; for instance, the average length of stay plummeted, as did the use of contract workers. According to relator, this was the result of intentional conduct by IPH. Once the TEFRA period was over and the GP unit could be reimbursed at the new, inflated rate, its incentive was to slash costs so that its periodic reimbursement greatly exceeded its cost basis and, more importantly, so that IPH could reap the benefits of year-end bonuses for accruing costs well below its TEFRA rate, which was easy to do since the rate was inflated.

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Cite This Page — Counsel Stack

Bluebook (online)
498 F. Supp. 2d 25, 2007 U.S. Dist. LEXIS 51309, 2007 WL 2039544, Counsel Stack Legal Research, https://law.counselstack.com/opinion/united-states-ex-rel-hockett-v-columbiahca-healthcare-corp-dcd-2007.