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The Federal Reserve's Catch-22: 1 a Legal Analysis of the Federal Reserve's Emergency Powers
~ UNC Jill SCHOOL OF LAW *'/(! 4 --/! ,.%'! " ! ! " *''*1.$%-) %.%*)'1*,&-. $6+-$*',-$%+'1/)! /)% ,.*".$! )&%)#) %))!1*((*)- !*((!) ! %..%*) 5*(-*,.!, 7;:9;8;<= 0%''!. $6+-$*',-$%+'1/)! /)%0*' %-- 5%-*.!%-,*/#$..*2*/"*,",!!) *+!)!--2,*'%)1$*',-$%+!+*-%.*,2.$-!!)!+.! "*,%)'/-%*)%)*,.$,*'%) )&%)#)-.%./.!2)/.$*,%3! ! %.*,*",*'%)1$*',-$%+!+*-%.*,2*,(*,!%)"*,(.%*)+'!-!*).. '1,!+*-%.*,2/)! / The Federal Reserve's Catch-22: 1 A Legal Analysis of the Federal Reserve's Emergency Powers I. INTRODUCTION The federal government's role in the buyout of The Bear Stearns Companies (Bear) by JPMorgan Chase (JPMorgan) will be of lasting significance because it shaped a pivotal moment in the most threatening financial crisis since The Great Depression.2 On March 13, 2008, Bear informed "the Federal Reserve and other government agencies that its liquidity position had significantly deteriorated, and it would have to file for bankruptcy the next day unless alternative sources of funds became available."3 The potential impact of Bear's insolvency to the global financial system4 persuaded officials at the Federal Reserve (the Fed) and the United States Department of the Treasury (Treasury) to take unprecedented regulatory action.5 The response immediately 1. JOSEPH HELLER, CATCH-22 (Laurel 1989). 2. See Turmoil in the Financial Markets: Testimony Before the H. Oversight and Government Reform Comm., llO'h Cong. -- (2008) [hereinafter Greenspan Testimony] (statement of Dr. Alan Greenspan, former Chairman, Federal Reserve Board of Governors) ("We are in the midst of a once-in-a century credit tsunami."); Niall Ferguson, Wall Street Lays Another Egg, VANITY FAIR, Dec. 2008, at 190, available at http://www.vanityfair.com/politics/features/2008/12/banks200812 ("[B]eginning in the summer of 2007, [the global economy] began to self-destruct in what the International Monetary Fund soon acknowledged to be 'the largest financial shock since the Great Depression."'); Jeff Zeleny and Edmund L. -
Pragmatist Political Crisis Management During the U.S
Cover Page The following handle holds various files of this Leiden University dissertation: http://hdl.handle.net/1887/59480 Author: Bartenberger, M. Title: Political pragmatism and principles in times of crisis : the role of pragmatist political crisis management during the U.S. financial crisis Issue Date: 2017-12-13 5 The Rescue of the Investment Bank Bear Stearns The first decision I will analyze in greater depth is the rescue of the investment bank Bear Stearns. The question here is a simple one: Why did president Bush and his administration rescue the investment bank Bear Stearns even though it clearly violated their free market principles? On February 8, 2008, only weeks before the rescue of Bear Stearns, Bush emphasized these economic principles in a public speech at the Conservative Political Action Conference: “Our views are grounded in timeless truths. [...] We believe that the most reliable guide for our country is the collective wisdom of ordinary citizens. […] We believe in personal responsibility. […] We applied our philosophy on issues relating to economic prosperity” (Bush 2008d). A former CEO of the investment bank Goldman Sachs, Henry Paulson shared Bush's philosophy, calling himself “an advocate of free markets” (Paulson 2010, 438). But Paulson also noted: “The interventions we undertook I would have found abhorrent at any other time. I make no apology for them, however. As first responders to an unprecedented crisis […] we had little choice” (Paulson 2010, 438). It is this fallibilist change from a position that favored free markets and skepticism about government interventions to a decision to support a private investment bank with public money that is at the center of my interest here. -
How Regulatory Inadequacies Impaired the Fed's Bailout of Bear Stearns Note
University of Connecticut OpenCommons@UConn Connecticut Law Review School of Law 2009 Crisis Compounded by Constraint: How Regulatory Inadequacies Impaired the Fed's Bailout of Bear Stearns Note Bryan J. Orticelli Follow this and additional works at: https://opencommons.uconn.edu/law_review Recommended Citation Orticelli, Bryan J., "Crisis Compounded by Constraint: How Regulatory Inadequacies Impaired the Fed's Bailout of Bear Stearns Note" (2009). Connecticut Law Review. 55. https://opencommons.uconn.edu/law_review/55 CONNECTICUT LAW REVIEW VOLUME 42 DECEMBER 2009 NUMBER 2 Note CRISIS COMPOUNDED BY CONSTRAINT: HOW REGULATORY INADEQUACIES IMPAIRED THE FED’S BAILOUT OF BEAR STEARNS BRYAN J. ORTICELLI This Note explores the failure of the investment bank Bear Stearns within the context of the greater financial crisis that began in the summer of 2007, largely as a result of the widespread collapse of the market for subprime mortgage-backed securities. Specifically, this Note discusses in detail the circumstances surrounding the fall of Bear Stearns, the unprecedented measures taken by the Federal Reserve to avoid a disorderly breakup of the firm, and the policy implications of the Fed’s actions for the future of investment bank regulation. By devoting particular attention to the Fed’s response to Bear Stearns’s liquidity crisis, which peaked in March of 2008, this Note seeks to elaborate on the statutory provisions utilized by the Fed in the “unusual and exigent” situation presented by the Bear Stearns predicament. Moreover, drawing on criticisms voiced by members of both the public and private sectors regarding the inadequacies of the Fed’s regulatory resources during the Bear Stearns crash, this Note considers potential reforms to federal supervision of investment banks in the future. -
The Federal Reserve's Catch-22: a Legal Analysis of the Federal Reserve's Emergency Powers, 13 N.C
NORTH CAROLINA BANKING INSTITUTE Volume 13 | Issue 1 Article 23 2009 The edeF ral Reserve's Catch-22: A Legal Analysis of the Federal Reserve's Emergency Powers Thomas O. Porter II Follow this and additional works at: http://scholarship.law.unc.edu/ncbi Part of the Banking and Finance Law Commons Recommended Citation Thomas O. Porter II, The Federal Reserve's Catch-22: A Legal Analysis of the Federal Reserve's Emergency Powers, 13 N.C. Banking Inst. 483 (2009). Available at: http://scholarship.law.unc.edu/ncbi/vol13/iss1/23 This Note is brought to you for free and open access by Carolina Law Scholarship Repository. It has been accepted for inclusion in North Carolina Banking Institute by an authorized editor of Carolina Law Scholarship Repository. For more information, please contact [email protected]. The Federal Reserve's Catch-22:1 A Legal Analysis of the Federal Reserve's Emergency Powers I. INTRODUCTION The federal government's role in the buyout of The Bear Stearns Companies (Bear) by JPMorgan Chase (JPMorgan) will be of lasting significance because it shaped a pivotal moment in the most threatening financial crisis since The Great Depression.2 On March 13, 2008, Bear informed "the Federal Reserve and other government agencies that its liquidity position had significantly deteriorated, and it would have to file for bankruptcy the next day unless alternative sources of funds became available., 3 The potential impact of Bear's insolvency to the global financial system4 persuaded officials at the Federal Reserve (the Fed) and the United States Department of the Treasury (Treasury) to take unprecedented regulatory action.5 The response immediately 1. -
Bringing Down Bear Stearns: Politics & Power: Vanityfair.Com Page 1 of 16
Bringing Down Bear Stearns: Politics & Power: vanityfair.com Page 1 of 16 THE COLLAPSE From left: former Bear Stearns C.E.O.’s Alan Schwartz, James Cayne, and Alan “Ace” Greenberg, in front of the firm’s former headquarters, in New York City. Bringing Down Bear Stearns On Monday, March 10, the rumor started: Bear Stearns was having liquidity problems. In fact, the maverick investment bank had around $18 billion in cash reserves. But soon the speculation created its own reality, and the race was on to keep Bear’s crisis from ravaging Wall Street. With the blow-by-blow from insiders, Bryan Burrough follows the players—Bear’s stunned executives, trigger-happy reporters at CNBC, a nervous Fed, a shadowy group of short-sellers—in what some believe was the greatest financial scandal in history. by BRYAN BURROUGH August 2008 n Monday, March 10, Wall Street was tense, as it had been for months. The mortgage market had O crashed; major companies like Citigroup and Merrill Lynch had written off billions of dollars in bad loans. In what the economists called a “credit crisis,” the big banks were so spooked they had all but stopped lending money, a trend which, if it continued, would spell disaster on 21st-century Wall Street, where trading firms routinely borrow as much as 50 times the cash in their accounts to trade complex financial instruments such as derivatives. Still, as he drove in from his Connecticut home to the glass-sheathed Midtown Manhattan headquarters of Bear Stearns, Sam Molinaro wasn’t expecting trouble. -
The Unraveling
PART IV The Unraveling 12 EARLY 2007: SPREADING SUBPRIME WORRIES CONTENTS Goldman: "Lets be aggressive distributing things" ........ ...................................... 235 Bear Stearnss hedge funds: 'looks pretty damn ugly" ........................................ 238 Rating agencies: 'Tt can't be ... all ofa sudden" .................................................. 242 AIG: "Well bigger than we ever planned for" ..................................................... 243 Over the course of 2007, the collapse ofthe housing bubble and the abrupt shutdown of subprime lending led to losses for many financial institutions, runs on money mar ket funds, tighter credit, and higher interest rates. Unemployment remained rela tively steady, hovering just below 4.5% until the end of the year, and oil prices rose dramatically. By the middle of 2007, home prices had declined almost 4% from their peak in 2006. Early evidence of the coming storm was the 1.5% drop in November 2006 of the ABX Index-a Dow Jones-like index for credit default swaps on BBB tranches of mortgage-backed securities issued in the first half of 2006.' That drop came after Moody's and S&P put on negative watch selected tranches in one deal backed by mortgages from one originator: Fremont Investment & Loan. 2 In December, the same index fell another 3 % after the mortgage companies Ownit Mortgage Solutions and Sebring Capital ceased operations. Senior risk officers of the five largest investment banks told the Securities and Exchange Commission that they expected to see further subprime lender failures in 2007. "There is a broad recogni tion that, with the refinancing and real estate booms over, the business model of many of the smaller subprime originators is no longer viable," SEC analysts told Di rector Erik Sirri in a January 4,2007, memorandum.3 That became more and more evident. -
Download Robin Hood Case Study
CASE: SI-86 DATE: 5/16/06 (REV’D 02/13/07) ROBIN HOOD In 1988, Paul Jones, a 32-year old money manager, started the philanthropic foundation Robin Hood with $3 million and the objective to fight poverty in New York. He invited two of his close friends, Peter Borish and Glenn Dubin, both of whom had backgrounds in investing, to serve as cofounders. They each donated an additional amount in the six-figure range. All three recruited David Saltzman, the executive director of Robin Hood as of 2006, to join the staff. Saltzman had previously served as special assistant to the president of New York City’s Board of Education and had extensive experience in the areas of education and social services. From its inception, Robin Hood applied the investment orientation of its founders to focus on poverty prevention by “funding…the best community-based groups and partnering with them to maximize results.”1 As an early innovator of venture philanthropy, Robin Hood emphasized rigorous due diligence, direct engagement with grantees, and social outcomes assessment. Believing in the connection between strong internal operations and high-performing organizations, Robin Hood provided grantees with both financial contributions and management and technical assistance. If additional skill sets were needed beyond staff expertise, Robin Hood tapped an external network of individuals and firms to offer pro bono services. While Robin Hood aspired to sustain long-term funding relationships with its grantees, organizations that repeatedly failed to meet mutually determined performance goals risked a funding reduction or loss. Robin Hood’s board members demonstrated their commitment to high engagement philanthropy by contributing their own time and money to supporting Robin Hood’s grantmaking and internal administration. -
March 2008: the Fall of Bear Stearns
15 MARCH 2008: THE FALL OF BEAR STEARNS CONTENTS “I requested some forbearance” .......................................................................... “We were suitably skeptical”............................................................................... “Turn into a death spiral” .................................................................................. “Duty to protect their investors” ......................................................................... “The government would not permit a higher number”...................................... “It was heading to a black hole”.......................................................................... After its hedge funds failed in July , Bear Stearns faced more challenges in the second half of the year. Taking out the repo lenders to the High-Grade Fund brought nearly . billion in subprime assets onto Bear’s books, contributing to a . billion write-down on mortgage-related assets in November. That prompted investors to scrutinize Bear Stearns’s finances. Over the fall, Bear’s repo lenders—mostly money market mutual funds—increasingly required Bear to post more collateral and pay higher interest rates. Then, in just one week in March , a run by these lenders, hedge fund customers, and derivatives counterparties led to Bear’s having to be taken over in a government-backed rescue. Mortgage securitization was the biggest piece of Bear Stearns’s most-profitable di- vision, its fixed-income business, which generated of the firm’s total revenues. Growing fast was the Global -
United States District Court Southern District of New York
UNITED STATES DISTRICT COURT SOUTHERN DISTRICT OF NEW YORK ESTELLE WEBER, individually, on behalf of the Bear Stearns Companies Inc. Employee Stock Ownership Plan, Civil Action No: 08-2870 and all others similarly situated, Plaintiff, v. THE BEAR STEARNS COMPANIES, INC., CUSTODIAL TRUST COMPANY, JAMES CAYNE, ALAN SCHWARTZ, WARREN SPECTOR, SAMUEL MOLINARO, ALAN GREENBERG, and JOHN DOES 1 - 20, Defendants. CLASS ACTION COMPLAINT FOR VIOLATIONS OF THE EMPLOYEE RETIREMENT INCOME SECURITY ACT TABLE OF CONTENTS Doc. 160173 I. NATURE OF ACTION.............................................1 II. JURISDICTION AND VENUE ......................................3 III THE PARTIES....................................................3 A. Bear Stearns and Custodial Trust Company .......................3 B. Individual Defendants ........................................4 C. John Does 1-20 .............................................7 IV. THE BEAR STEARNS EMPLOYEE STOCK OWNERSHIP PLAN.........7 V. DEFENDANTS’ FIDUCIARY STATUS ...............................8 VI. DEFENDANTS’ FIDUCIARY DUTIES UNDER ERISA ..................9 VII. FACTS BEARING ON FIDUCIARY DUTY...........................12 A. Bear Stearns Stock Was an Imprudent Investment for the Plan during the Class Period Because of the Company’s Serious Mismanagement, Precipitous Decline in the Price of its Stock, and Dire Financial Condition .................................12 VIII. DEFENDANTS BREACHED THEIR FIDUCIARY DUTIES .............19 A. Defendants’ Knowledge of Bear Stearns’s Stock Risk and Subsequent -
IN RE the BEAR STEARNS COMPANIES, INC. SECURITIES, DERIVATIVE, and ERISA : Master File 4,14 Sv Ip • LITIGATION : 08 M.D.L
//arNi r ' UNITED STATES DISTRICT COURT SOUTHERN DISTRICT OF NEW YORK IN RE THE BEAR STEARNS COMPANIES, INC. SECURITIES, DERIVATIVE, AND ERISA : Master File 4,14 sv ip • LITIGATION : 08 M.D.L. No. 1963:-AAMS)* This Document Relates To: : CLASS ACTION Securities Action, 08-Civ-2793 (RWS) : JURY TRIAL DEMANDED : ECF CASE CONSOLIDATED CLASS ACTION COMPLAINT FOR VIOLATIONS OF THE FEDERAL SECURITIES LAWS TABLE OF CONTENTS Page GLOSSARY OF DEFINED TERMS viii I. NATURE AND SUMMARY OF THE ACTION 2 II. JURISDICTION AND VENUE 5 III. PARTIES 6 A. Lead Plaintiff 6 B. Bear Stearns Defendants 7 1. The Bear Stearns Companies Inc. 7 2. Officer Defendants 7 C. Auditor Defendant 9 IV. FACTUAL BACKGROUND AND SUBSTANTIVE ALLEGATIONS 9 A. Bear Stearns’ Storied Past 9 B. The Boom in Debt Securitization 11 C. Bear Stearns’ Securitization Business 13 1. Bear Stearns’ Mortgage Origination and Purchasing Business 14 2. Bear Stearns’ RMBS Business 17 3. Bear Stearns’ CDO Business 17 D. Bear Stearns’ Business Practices Amplify its Risk Exposure 18 1. Bear Stearns’ Concentration in Mortgage-Backed Debt 18 2. Bear Stearns’ Leveraging Practices 19 3. Bear Stearns’ Backing of the Hedge Funds 20 E. Bear Stearns’ Misleading Models and Inadequate Risk Management 23 1. Bear Stearns’ Misleading Valuation and Risk Models 23 a. The Importance of Valuation Models 24 i b. Bear Stearns’ Valuation Models Were Misleading 25 c. The Importance of Value at Risk Models 27 d. Bear Stearns’ Value at Risk Models Were Misleading 30 2. Bear Stearns’ Impoverished Risk Management Program 31 F. Bear Stearns Hides its Mounting Exposure to Loss 33 1.