The bailout plan is still changing, weeks after it was enacted. The changes appear to be improvements.
First officials decided it would be better to give money to lenders in return for stock, which might be resold at a profit in better times. Earlier the plan was to buy the worst securities, the ones no one wanted. They, too, could have been resold later, but under the new plan the taxpayers get a piece of all the action, not just the bad stuff.
Shareholders suffer: instead of having the bad stuff taken away, it remains, reducing the value of their stock, which is further reduced through dilution as new shares are sold to the Treasury Department. But this is fair.
Stock investment is always a gamble. You buy General Motors, you gamble that its executives won't make a really stupid decision like making lots of gas guzzlers, betting the ranch that gasoline prices will never soar. You buy Lehman Brothers, you gamble that they actually know what they're doing.
So if socializing losses while keeping profits private is no longer the plan, what is the plan now? It is to give lenders some freedom to do what they think best with the money they get. Some freedom. With a threat of regulation.
"Our banks will be more confident," Treasury Secretary Henry Paulson said Wednesday, "and better positioned to play their necessary role."
If you can't read between those lines, here are some more, from a joint statement issued by the Federal Reverse, the FDIC, the Office of the Comptroller of the Currency, and the Office of Thrift Supervision:
"We expect all banking organizations to fulfill their fundamental role in the economy as intermediaries of credit to businesses, consumers and other creditworthy borrowers," the agencies said, "to work with existing borrowers to avoid preventable foreclosures."
The message between the lines is two words:
"Or else."
The regulators have the power to make life a living hell for lenders; this is them asking nicely. Achieve the goal your own way, or we'll write rules and you'll do it our way.
They specifically warned lenders to think twice before using federal funds to maintain shareholder dividends or high executive compensation. The friendly warning on this doesn't say, "Do this because the American people are ready to string you guys up as it is," but it does say, "Poorly designed management compensation policies can create perverse incentives that can ultimately jeopardize the health of the banking organization."
A very good point. The CEOs of Fannie Mae and Freddie Mac, who caved in to pressure from bipartisan Congressmen on one side and subprime lenders like Countrywide Financial on the other, had compensation packages that rewarded them for caving in and buying up or guaranteeing risky loans. On Wall Street the concept of rewarding performance has somehow become "rewarding short-term performance, never mind what happens later."
Paulson told the House banking committee (lowercase letters used because these days the committee calls itself something else) that in times like these "even the healthiest banks tend to become more risk-averse and restrain lending," a reasonable and sympathetic characterization of bankers' loss of nerve and the very human tendency to react to excess by going excessively in the opposite direction.
If this works, however, the new plan impels bankers to do more consumer and small business lending, which could help everybody including the would-be beneficiaries of the original bailout, thus turning the Wall Street bailout in something more akin to a Main Street bailout.
If it works, you will see more lenders renegotiating terms with mortgage borrowers rather than foreclosing on them. If the current monthly payment, X dollars, will drive the borrower to the poorhouse, there may be a point, X minus Y, at which it won't, but which is still enough money that it's cheaper for the lender to accept the new terms rather than proceed with a foreclosure filing. (In some cases where lender and borrower are in the same community, a lender may also feel that lowering payments at breakeven will make a client for life, a client who in the future may be wiser.)
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