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To: altair19 who wrote (164478)3/27/2009 4:04:54 PM
From: stockman_scott  Respond to of 361709
 
Americans Boost Spending Second Month In A Row
_______________________________________________________________

By JEFF BATER Of DOW JONES NEWSWIRES

WASHINGTON -- Americans increased their spending a second month in a row during February even as the recession knocked down their income.

Personal consumption rose at a seasonally adjusted annual rate of 0.2% compared to the month before, the Commerce Department said Friday. Spending was up 1.0% in January.

Personal income fell 0.2%, as the labor market weakens. Income rose 0.2% in January.

The back-to-back increases in spending followed six consecutive declines.

"Despite the loss of jobs and income, consumer spending is holding up surprisingly well," said Joel Naroff, who runs an economic consulting firm.

The report adds to growing evidence the recession might have stopped deepening. This week, government data showed February new-home sales and durable goods orders both unexpectedly increased. Retail sales in February dipped just 0.1%, after rising 1.8% in January.

"It is too early to bet on a consumer renaissance, because consumers are still facing severe headwinds from declining employment and reduced wealth," said Nigel Gault, an analyst for IHS Global Insight. "But the worst appears to be behind us."

A separate report Friday said consumer sentiment, while still low, improved in March from the previous month. The Reuters/University of Michigan final sentiment reading for March stood at 57.3, versus 56.6 in the preliminary survey and 56.3 in February.

Economists surveyed by Dow Jones Newswires forecast a 0.2% decrease in personal income during February and a 0.2% rise in consumer spending.

The report showed personal saving as a percentage of disposable personal income was 4.2% in February. It was 4.4% in January. The last time the saving rate exceeded 4.0% two straight months was August and September 1998, up 4.3% and 4.2%, respectively.

Saving money is healthy for households and the economy over time, a path to prosperity. But today's newfound thrift, born of fear, brings pain to the economy in the short-term because a dollar saved is not a dollar spent. Consumer spending makes up 70% of gross domestic product, the broad measure of the economy. Government data this week showed spending slid 4.3% in the fourth quarter, deducting 2.99 percentage points from GDP. GDP in that period fell 6.3%.

The saving rate jumped last spring, as Americans pocketed economic stimulus checks doled out by the Bush administration. People have since been socking away money at rates above those in the years before the recession as layoffs grew and their wealth eroded.

"A rise in the saving rate to 8% or above will keep consumption subdued this year," said Paul Dales, a Capital Economics analyst.

Since the recession started in December 2007, 4.4 million jobs in the U.S. have disappeared, including 651,000 in February. The number of idled workers drawing unemployment benefits has hit a record 5.5 million.

The recession deepened at the end of 2008. The 6.3% drop in GDP during the fourth quarter marked the biggest retreat by the quarterly indicator in 26 years. The economy also took quite a tumble in the first quarter, analysts say. The first quarter ends Tuesday. The initial estimate of first-quarter GDP won't be available for another month, but projections by private analysts go as low as 8% down.

A Federal Reserve report this month showed U.S. household wealth shrank a sixth quarter in a row at the end of 2008. The total net worth of households fell to $51.48 trillion in the fourth quarter from $56.59 trillion in the third quarter. The drop of 9.0% was the largest ever, the Fed said. The last time net worth rose was the second quarter of 2007, according to the Fed's quarterly "flow of funds."

Friday's data included a key gauge on prices. It crept higher last month, easing worries about deflation.

The price index for personal consumption expenditures excluding food and energy, year over year, climbed 1.8%, after a 1.7% rise in January.

"The odds of deflation any time soon are fading fast," said Stephen Stanley, an economist for RBS Greenwich Capital.



To: altair19 who wrote (164478)3/27/2009 8:51:40 PM
From: stockman_scott  Respond to of 361709
 
Calpers Tells Hedge Funds to Fix Terms -- or Else...

online.wsj.com

<<...Calpers, the California public pension fund that is one of the biggest investors in hedge funds, is demanding better terms from funds, including lower prices and "clawbacks" of fees if performance weakens.

The $172 billion pension fund is a bellwether in the money-management business. A Calpers investment can help money managers like hedge funds attract other clients.

The move by the California Public Employees' Retirement System underscores the changing dynamics between hedge funds and their clients. Just two years ago, investors clamored to get into highflying funds, agreeing to pay fees that in some cases reached 3% of assets...>>



To: altair19 who wrote (164478)3/28/2009 1:23:31 AM
From: stockman_scott  Respond to of 361709
 
Madoff’s $200,000-an-Hour Beats Tiger Woods:

Commentary by Alice Schroeder

March 27 (Bloomberg) -- “To the best of my recollection,” Bernard Madoff told the judge in his guilty plea on March 11, “my fraud began in the early 1990s.”

He seemed detached, as if reading a statement about a stranger. Maybe that’s why his recollection was wrong.

Prosecutors say Madoff was Ponzifying since the early 1980s, even the 1970s. By various estimates, Madoff netted $10 billion to $20 billion (the $65 billion cited in the guilty plea is adjusted for past distributions to clients). Yet the mind goes numb trying to grasp what the billions signify in these days of multitrillion-dollar bailouts and shareholder losses from Citigroup Inc.’s collapse into a penny stock.

Let’s measure the numbers on a human scale. Even estimating conservatively, Madoff stole more than $1.6 million every workday of his criminal career. Based on my calculations, Madoff’s bilking rate topped $200,000 an hour, or almost 60 bucks a second. He may have been the most efficient thief in history.

Compare that with the most expensive lawyer in the U.S., who, as of January billed at $1,260 an hour.

Even Tiger Woods, the world’s priciest athlete, is a piker by comparison, earning in recent years about $60,000 an hour, based on 40-hour weeks. And Woods is no slacker, whereas Madoff was ripping off his clients while he did nothing.

Money Is Gone

True, concealing his sloth took bureaucratic skills and ingenuity. Keeping a straight face at the country club for decades while cheating his closest friends was an accomplishment in its own right. That no one knows what happened to most of his stash is beside the point. As far as his hapless victims are concerned, the money’s gone.

Some are questioning whether it is fair to describe those swindled by Madoff as victims, saying that, in their naivety and blind ignorance, they failed to take precautions against fraud. But that only makes them all the more victimized. How much more vicious it is to prey on the clueless than on those who are equipped to defend themselves.

In this cautionary fairy tale, Madoff’s unfortunate clients were the Hansels and Gretels of finance, enticed by the witch who lives inside a house covered with candy and sugarplums. Unlike Hansel and Gretel, though, they didn’t get out whole.

One of the most persistent questions about Madoff has been why his clients weren’t more suspicious of why he managed their money outside the usual fee structure of a hedge fund. They should have been wary because his setup made him seem altruistic, as if he were passing on the chance to bilk them.

Lower Fees

He could have promised investors the same stable, low-risk, above-market returns from a multistrategy hedge fund, offering a little kicker: lower fees than a fund-of-funds.

Ideally, he would have named this vehicle something more creative than Bernard L. Madoff Investment Securities LLC. Something appropriate, following the example of Amaranth Advisors LLC, the collapsed hedge fund (named after the herb also known as pigweed). Then, just lever that baby up to maximum size, rake in the fees and boom, done.

True, as a real hedge-fund manager, Madoff would have had to invest his clients’ money. But having done so -- even with complete ineptitude -- think how smug he could feel after it all blew up, knowing that careful drafting of the offering document by his $1,260-an-hour lawyer had boilerplated the risk, thus keeping him out of prison.

$5 Billion

If only Madoff, 70, could work as a hedge-fund manager now. Under court-ordered supervision at his former $200,000-an-hour bilking rate over his actuarial life expectancy of 12.7 years, he could easily take more than $5 billion from the pockets of the rich, and give it to his formerly rich clients in partial recompense.

Too bad, the era of 2-and-20-plus-expenses is over. The best we can do is find a more psychically satisfying punishment than watching Madoff rot in a prison cell or pick up trash along the highway.

For his remaining 4,635 allotted days, therefore, I sentence Bernard Madoff as follows:

He will work as a janitor at Yeshiva University and change bedpans at the North Shore-Long Island Jewish Health System hospitals. He will donate his bone marrow to the Gift of Life Foundation. He will swallow all the abuse his celebrity clients care to dish out, including slaps in the face from Zsa Zsa Gabor. He will work his little leg irons off doing whatever scut duties required of him. It’s the least he can do.

So far, Madoff doesn’t seem to share any of the sorrow, remorse and shame exhibited by his prey. Maybe a stint on a window-cleaning platform will wring a little guilt out of his cold, hard, sociopathic heart. About once a month, he will spend a few hours washing windows on the 17th floor of the Lipstick Building. There, he can look inside at his former office, where he spun the sugar that enticed his investors into the trap.

We should have no qualms about sending Bernard Madoff 17 stories up. Unlike his clients, it’s a safe bet he won’t jump.

(Alice Schroeder, author of “The Snowball: Warren Buffett and the Business of Life” and a senior adviser to Morgan Stanley, is a Bloomberg News columnist. The opinions expressed are her own.)

To contact the writer of this column: Alice Schroeder at aliceschroeder@ymail.com.

Last Updated: March 27, 2009 00:01 EDT



To: altair19 who wrote (164478)3/28/2009 4:20:45 AM
From: stockman_scott1 Recommendation  Read Replies (1) | Respond to of 361709
 
The Creativity Elixir: Is Genius On-Demand Possible?

fourhourworkweek.com



To: altair19 who wrote (164478)3/29/2009 5:20:29 AM
From: stockman_scott  Read Replies (1) | Respond to of 361709
 
O’Hair Ends Rough Day at Bay Hill Ahead by 5
____________________________________________________________

By LARRY DORMAN
The New York Times
March 29, 2009

ORLANDO, Fla. — It is not every day that an overnight leader can bogey three of his final four holes and still widen his lead. Saturday at Bay Hill Club and Lodge in the third round of the Arnold Palmer Invitational was not every day. It was Sean O’Hair’s day, hot and nasty with temperatures in the 90s and winds blowing more than 30 miles per hour.

O’Hair used his newly rebuilt golf swing to shoot a one-over-par 71 that was more than two strokes better than the field average. That put him at seven-under 203 and five strokes clear of Tiger Woods. Woods lost his ball on the 18th hole but still managed to hole a 25-footer for bogey and finished with a 71 that put him in second place at 208.

No one who endured Bay Hill on Saturday would argue that trying to negotiate the final three holes without a bogey was an almost futile exercise.

“I told my caddie when I was signing my scorecard, I bogeyed three of the last four holes, and I don’t think I missed a shot,” O’Hair said. “It was obviously a tough day for everybody, and I feel good that I played solid all day. The three bogeys didn’t reflect on how I played the last three holes.”

Woods could say the same. He had reached four under par with birdies at the 12th and 13th holes but had to make a 10-footer for bogey at the 16th after chopping from rough to rough. After a solid par at the 17th, Woods made a mistake on the 18th tee, hitting his 3-wood to the right into the high grass, where the ball nestled into a gruesome lie.

He nearly pulled off an escape, hitting an all-out, full-bore pitching wedge, but his ball caught a gust and dived into the heavy grass beneath the lake bank short of the green.

“The wind is so blustery out there, it’s hard to get your distance correct, and then once you get on the green, the wind is blowing the ball on the green, so you’ve got to allow for wind on putts from 5, 6 feet,” Woods said. “It’s just a tough day.”

Jason Gore, who began the day three strokes behind O’Hair, knew exactly what Woods meant. He battled hard all day, sometimes matching O’Hair shot for shot. On the 11th hole, O’Hair hit his approach 18 inches from the hole and Gore responded with a shot 2 ½ feet from the hole. It was all undone by the 17th and 18th holes, where Gore finished bogey-double bogey for a 74 that left him six strokes back.

“The golf course played tough,” Gore said. “I felt like I hit some great shots, but you’ve just got to keep moving forward, stay focused.”

Did Gore lose focus when his caddie stumbled on a sprinkler and fell as Gore was standing over a 6-foot putt for par at the 17th hole? Perhaps. Gore had to step back, regroup and then missed the putt. He compounded the error by three-putting from 5 feet to double bogey the 18th.

Even with rain in the forecast for Sunday and Woods in the rearview mirror, O’Hair’s five-stroke lead may be too much to overcome. Woods has won from five strokes back before, but that was at Pebble Beach in 2000, the same year he won the United States Open by 15 strokes at Pebble during his almost otherworldly stretch of play.

O’Hair is very much aware of Woods’s capacity for heroics and seems almost sanguine at the prospect of going head to head with him for the second straight year. He was in the final group with Woods last year and finished tied for third. O’Hair has matured as a golfer, though, and is more polished, with a more solid swing and a tougher mind.

“You know, I just think people tend to get outside their game and almost watch him and not play their game,” said O’Hair, who said he had done just that when he shot a 69 to Woods’s 66 in 2008. “I think I’ve learned from that, and I’m playing well. I feel like mentally I’m a lot stronger this year than I’ve ever been.”

He will need to be. Woods’s game is sharpening, and no one is between him and O’Hair. Head to head is where Woods has made his reputation.

“We’ll see what happens,” Woods said.

Predictions are not his thing. A knack for the uncanny is. His putt for bogey Saturday was a near mirror-image of the one Woods made for birdie to win last year. It also was the longest putt he has made all week.

Portent or coincidence? Sunday will tell.

Copyright 2009 The New York Times Company



To: altair19 who wrote (164478)3/29/2009 5:32:11 AM
From: stockman_scott  Respond to of 361709
 
Used-plane dealers see positive signs

kansas.com

Posted on Sun, Mar. 29, 2009

Brad Stancil isn't afraid to answer his phone these days. In the past couple of weeks, Stancil, vice president of Hawker Beechcraft's Hawker sales division, has been heartened by the increase in inquiries about new and used business jets.

"It's quite encouraging," he said.

It's not that the phones weren't ringing before.

"They were ringing with people saying, 'How can we get out of this order?' " Stancil said jokingly.

While the recent inquiries give Stancil reason for optimism, the abundance of used planes on the market is still a big concern.

The state of the used market is a key indicator of new aircraft sales.

In normal times, about 10 percent of the aircraft fleet is for sale. Today, that number is pushing 20 percent in some segments of the market.

In February, there were 69 percent more business jets for sale than a year ago, according to a report by UBS Securities. Newer jets for sale -- planes less than 10 years old -- doubled in the past year, UBS said.

Planes also are staying on the market longer. And the average asking price for most business jet models has fallen 20 to 25 percent from recent highs.

The UBS report said all of that, in addition to a decline in flight activity and tight aircraft financing, "are indicative of a (business jet) market not yet at bottom."

The inventory of used aircraft has been building steadily since late 2007.

"When that begins to stabilize and begins to decrease finally... that will be one of the leading indicators of when we'll know we're on the road back," said Bill Boisture, Hawker Beechcraft's new chairman and CEO.

Last month, Cessna Aircraft and Bombardier Aerospace each had 18 percent of their in-service fleets up for sale, the highest of the five major general aviation manufacturers, UBS said.

Hawker Beechcraft and Gulfstream had 16 percent their fleets up for sale; Dassault had 14 percent.

At the end of February, an estimated 2,971 business jets were for sale, UBS said.

Soon, nearly one in five of the world's active business jet fleet will be for sale, according to a report by business aviation consulting firm Brian Foley Associates.

Foley expects it to peak mid-year, however.

"Used prices will continue to drop after the inventory peak and then trough near year-end," Foley's report said. "The most desirable equipment will slowly begin selling through the second half."

Value adjustments

Airplanes are still selling, said Wichita aircraft dealer Sandy Greenberg, who specializes in piston-powered aircraft.

"There's just been some adjustments on the values," Greenberg said.

And with the current credit crisis, financing has been more difficult to obtain.

He said he had two deals fall apart about a week ago after the buyers couldn't get financing to complete them. One even had a down payment for half of the cost, he said.

Parties interested in buying a plane are easily dissuaded, he said.

"It could take anything," Greenberg said. "Some crazy thing with the economy pops up and Bang! They're gone."

Hawker Beechcraft's Stancil said the credit crunch has been the primary culprit.

Late last year, a lot of planes came on the market as CEOs worried about getting working capital for their businesses, he said.

"Not being able to get short-term credit... is pretty scary for a company of any size," Stancil said. "You've got payroll to make, inventory to pay for.

"Here you have this airplane sitting... in the hangar," he said. "That probably represents the largest... asset they have, and (it's) probably the most liquid."

Now, "the panic stage is running its course," he said.

People still need to travel and do business.

They're beginning to come out and look for bargains.

"We may be at the low point in the market," said Stancil, who has been in the industry for 32 years and has seen its ups and downs.

Working harder

A down market means he and his team have to work harder to sell aircraft.

It requires patience, he said.

"And it requires you to go back doing what you should be doing as a sales organization -- planting seeds, doing demonstrations, going back to the business of selling," he said. "In good times, anybody could do this. So right now, I'm particularly proud of our sales organization."

Foley said buyers will be able to take advantage of the "best pricing in years" when the market turns.

And "other sellers will simply take their jets off the market as their improving balance sheets no longer justify having to dispose of it," Foley said.

Like Stancil, Greenberg's phone has been ringing more recently.

"That doesn't mean you're going to get the job done," he said. "But more people have been calling.... It's got to start someplace."



To: altair19 who wrote (164478)3/29/2009 8:04:05 AM
From: stockman_scott  Respond to of 361709
 
Nick Carr: The many ways cloud computing will disrupt IT

weblog.infoworld.com



To: altair19 who wrote (164478)3/29/2009 8:14:59 PM
From: stockman_scott  Respond to of 361709
 
Tiger Woods Wins First Title Since Knee Surgery Nine Months Ago /

By Erik Matuszewski

March 29 (Bloomberg) -- Tiger Woods made a 16-foot birdie putt at the final hole to beat Sean O’Hair by one stroke at the Arnold Palmer Invitational and win his first title since having knee surgery nine months ago.

Woods overcame a five-shot deficit in the final round at the Bay Hill Club and Lodge in Orlando, Florida, matching his biggest U.S. PGA Tour comeback. It’s his sixth win at Bay Hill, where he also won on the final hole last year.

Woods shot a 3-under-par 67 during today’s final round to finish 5-under overall, while O’Hair finished at 4-under after a 3-over 73. Woods also rallied from five strokes down in the final round to win the Pebble Beach National Pro-Am in 2000.

To contact the reporter on this story: Erik Matuszewski in New York at matuszewski@bloomberg.net

Last Updated: March 29, 2009 19:53 EDT



To: altair19 who wrote (164478)3/30/2009 3:10:17 AM
From: stockman_scott  Respond to of 361709
 
Rick Wagoner's ousting had more to do with politics than his ability to revive GM

Lead Editorial
The Detroit News
Monday, March 30, 2009

Well, at least now we know who's running General Motors. The Obama White House, in an extraordinary expansion of the government's reach, Sunday demanded and got the head of Rick Wagoner, the automaker's embattled chief executive. In doing so, the president brushed aside GM's board of directors, selected by shareholders and entrusted with the power to hire and fire executives, and assumed that role for himself.

While GM's board had been often restless with the transformation of GM under Wagoner's leadership, it maintained its confidence in his ability to get done a very tough job.

Shareholders can read the handwriting on the wall -- this isn't their company anymore.

That's the risk you take when you go hat in hand to Washington. It ought to be a red flag for other companies and industries that might be thinking a federal bailout is the answer for surviving the recession

President Barack Obama is using the $13.4 billion in federal loans as leverage to re-create GM in the image of a Washington with little apparent affinity for manufacturers.

The president will lay out his vision for General Motors and Chrysler this week, and has said he'll seek changes in the product line-up to produce larger numbers of small, fuel-efficient vehicles, an initiative already underway at both companies, but at a pace sensitive to the marketplace. Too slow, apparently, for the White House.

Obama wants change to come faster. Wagoner, who was being torn between pleasing consumers and satisfying the government, wasn't moving fast enough.

The president also needs a scalp to wave before both a Congress growing queasy about federal bailouts and the automaker's bondholders, who aren't happy about granting a huge discount on their GM debt.

The trick now is to find someone to run the automaker. Good luck with the headhunting.

How many top-notch corporate executives will jump at the chance to lead a company that is sinking like a rock? Who will be willing to share the corporate suite with federal bureaucrats? And by the way, the job pays a buck a year, and if you need to fly, it better be coach.

Running a tobacco company has to have more appeal.

Wagoner wasn't perfect. He was too slow in beginning the makeover of General Motors -- though for the record, he got it underway well before the industry needed a federal rescue.

He wasn't aggressive enough about cost cutting, perhaps, and was reluctant to declare the death match with the United Auto Workers union that some in Congress demand.

But he knew about building cars and trucks, and had put a plan in place to do so profitably once again. The next GM chief will have to take over that blueprint mid-stream and sail it through. The departure of the popular Wagoner will also be another hit to employee morale.

There's another thread running through this story.

Obama has been banged around the last couple of weeks because of the bonus scandal at AIG. His administration, with the help of Congress, botched the aid package to the failed insurance giant, allowing the indefensible bonuses to be paid and triggering public outrage that is increasingly focused on the White House.

Dumping Wagoner lets Obama deflect attention away from Wall Street, where his Treasury Department is still moving through quicksand, and turn it on Detroit.

He can portray himself as being tough on the corporate executives who are ruining America, without having to draw blood from the bankers.

As for Wagoner, we have to believe he slept better Sunday night than he has in a long while. He loved General Motors. He spent his entire career moving up through the ranks.

The balance sheet on his tenure will show much on the positive side. GM finally has a model line-up that offers competitive vehicles from top to bottom. Had it not been for the meltdown of the financial markets and the resulting recession, GM would have been well positioned to sell some cars. Give credit to Wagoner.

It's also leading the race to develop marketable electric vehicles, another Wagoner priority.

And when a scapegoat was needed, Wagoner put his head on the block.

Wagoner has been put through hell the last six months. He is not the bad guy in the collapse of the auto industry, and shouldn't be remembered that way.



To: altair19 who wrote (164478)3/30/2009 2:20:22 PM
From: stockman_scott  Respond to of 361709
 
CRV Raises $320 Million

_______________________________________________________________

March 30th, 2009 -- Charles River Ventures (CRV), one of the nation’s leading early-stage venture capital firms, today announced that it has closed its fourteenth fund, CRP XIV, at $320 million. The closing of CRP XIV brings the firm’s total capital under management to approximately $2.1 billion.

“Over the last two years, we’ve worked with talented entrepreneurs to achieve more than a dozen positive exits across our portfolio, including three initial public offerings as well as the largest venture-backed M&A transaction of 2008,” said Bruce Sachs, partner, Charles River Ventures. “Clearly our investing strategy is working. With our new fund, we will continue to invest in high-potential entrepreneurs and we will work hard with them to help them create hugely impactful companies. We believe that this strategy will continue to deliver top results for the entrepreneurs we back as well as our limited partners.”

CRV’s liquidity events over the past 24 months have yielded approximately $600 million in returns for the firm’s limited partners. These events include:

Three IPOs: BigBand Networks (Nasdaq: BBND), Netezza (NYSE: NZ), Virtusa (Nasdaq: VRTU)

Numerous positive mergers and acquisitions including:

EqualLogic to Dell; Acopia Networks to F5 Networks; Compete to TNS; Celunol merger with Diversa to form Verenium (Nasdaq: VRNM)

With CRP XIV, CRV will continue to invest in early-stage Information Technology companies within the communications, Internet, and software segments as well as emerging companies focused on energy and Intellectual Property. CRV’s current portfolio includes some of the most promising young companies in these sectors today, including Geni, Great Call, Nantero, RPX, Scribd, SMS Gupshup, Social Media, Twitter, Vlingo and Yammer, among several others. In addition, CRV seeks out investment opportunities in the earliest stages, and frequently provides seed funding to promising entrepreneurs with breakout potential.

The investing partners of CRV XIV include: Izhar Armony, Jon Auerbach, Saar Gur, Bruce Sachs, Bill Tai, Austin Westerling, Devdutt Yellurkar and George Zachary. Mike Zak will also continue as a partner of the firm, serving in advisory capacity on new investments. CRV’s limited partners include long-standing investors with the firm, including major universities, pension funds and non-profit institutions.

“In the current economic climate, we are especially grateful to our limited partners who have the long-term vision to invest in early-stage ventures and trust us with their valuable capital. We are committed to delivering the top results that they have come to expect from CRV,” said Sachs.

About Charles River Ventures

Founded in 1970, Charles River Ventures is one of the nation’s oldest and most successful early-stage venture capital firms with approximately $2.1 billion under management. CRV is dedicated to helping exceptional entrepreneurs turn their ideas into the next category leaders in high-growth technology sectors. Since its founding, CRV funds have been ranked among the industry’s top performers. CRV has offices in Boston, MA and Menlo Park, CA. For more information, visit crv.com.




To: altair19 who wrote (164478)3/30/2009 5:21:52 PM
From: stockman_scott  Read Replies (1) | Respond to of 361709
 
Geithner Will Outlast AIG Outrage & Public Pounding:

Commentary by Albert R. Hunt

March 30 (Bloomberg) -- When Timothy Geithner was nominated as U.S. Treasury secretary in November, the stock market soared and he won bipartisan plaudits.

Departing Treasury chief Henry Paulson, a Republican, expressed “the highest regard for him.” House Financial Services Committee Chairman Barney Frank, a Democrat, called him “extremely able” and “very reassuring to the markets.” Nouriel Roubini, the New York University economist who forecast this fiscal calamity, praised Geithner as a “pragmatic, thoughtful and great leader for the Treasury.”

Four months later, Geithner, 47 and maybe a bit grayer, has the same qualities and qualifications. And the senseless speculation about whether he will step down, which would be devastating for the Obama administration, has rattled markets.

Much of it is either political posturing or a bank shot at his boss, the president.

Richard Shelby of Alabama, the ranking Republican on the Senate Banking Committee, recently predicted Geithner “won’t last long.” This is the same senator who last month questioned whether Barack Obama was a legitimate U.S. citizen.

The attacks from the left have been just as shrill, with bloggers and some politicians such as Senator Tom Harkin, an Iowa Democrat, saying Geithner is a shill for Wall Street.

The accusations against Geithner began after revelations that he had neglected to pay some taxes while he was at the International Monetary Fund. He was then roundly criticized over the first rollout of the financial-rescue plan on Feb. 10, which was conspicuously lacking in detail. White House aides complain he lacks television presence.

Unrealistic Expectations

These criticisms have some legitimacy, though not much. His tax problem was one of carelessness, not cheating; unrealistic expectations were raised over the initial rescue-plan outline, including the day before by Obama himself. And while Geithner isn’t a commanding presence on TV, neither was Robert Rubin when he became Treasury secretary.

The Treasury secretary was also nailed for not reacting swiftly enough on the bonuses American International Group Inc. paid to executives. Still, it was the White House that sent top economic advisers Larry Summers and Christina Romer on television the weekend the news broke, unprepared for the political onslaught.

Major Initiatives

Geithner had a few other matters on his agenda. In two months, he has unveiled sweeping initiatives -- a stress test for big banks, a small-business lending program, a housing plan, a public-private toxic-asset investment program, and a massive financial-reregulation proposal.

He meets with Summers daily and the president almost every day, talks to Federal Reserve Chairman Ben Bernanke multiple times a day, testifies before Congress on average about twice a week and has been the administration’s lead person on the Group of Seven and G-20 deliberations. All with a department where the White House has failed to fill top posts.

A more legitimate complaint against the administration’s economic-policy team is that it shares similar moderately progressive positions, selectively balancing a pro-market view with greater governmental supervision. This is the Rubin school, and Geithner and Summers are charter members.

A Wall Street chief executive officer like Jamie Dimon of JPMorgan Chase & Co. has a direct pipeline to the White House. (That doesn’t awe White House security guards, who made Dimon repeat his name twice before admitting him to a meeting with Obama on Friday). Yet skeptics like Nobel Prize-winning economist Joseph Stiglitz, a former top adviser in the Clinton administration, are shut out. Stiglitz says he’s only had a couple of e-mail exchanges with administration decision-makers since Obama’s Jan. 20 inauguration.

Volcker Kept Out

Even Paul Volcker, who espouses a tougher posture on regulation than Wall Street chieftains like, is kept out of major policy decisions, associates say. Volcker was named to head a White House economic advisory board, and then several of his choices for that board were vetoed by the White House.

Still, imagine Obama facing today’s crisis without a Geithner or Summers. Whatever mistakes were made, they bring unsurpassed credentials to deal with the worst financial meltdown since the Great Depression.

After the election, there was an internal debate over which post -- Treasury or National Economic Council -- to give Summers and Geithner. Summers was rejected for Treasury both because the political strategists (wrongly) worried that comments he once made about women would haunt his nomination, and Obama preferred a fresh face in that post.

Right Background

And no one was better trained than Geithner, then the head of the New York Fed and a former top Treasury official under Rubin and Summers. He’s versed in domestic and international economic issues, has a keen sense of markets, and an intellect and temperament suited for the most demanding job outside the White House.

He possesses an old-fashioned passion for public service, partly attributable to his Republican uncle, Jonathan Moore, a former adviser to Elliot Richardson, a cabinet member under Presidents Richard Nixon and Gerald Ford.

Even with the political pounding Geithner has taken, he commands loyalty from those around him, who praise his work habits, demeanor, personal grace and calming confidence.

Reports of friction with Summers are denied by aides close to both men and outsiders who talk to both regularly, all of whom say they have a close working relationship. Obama, aides say, extols Geithner as effusively in private as he does publicly.

Will It Work?

Ultimately, Geithner’s legacy will be shaped by whether his financial-rescue and regulatory plans work. Nobel Prize- winning economists disagree on the prospects. Some of the most prominent investors have been encouraging. Three of the most insightful people I know privately acknowledge they really aren’t sure, one tilting positive, another a tad negative and the third a firm agnostic.

Last summer, then-Congressman Rahm Emanuel, now White House chief of staff, speculated over an unhurried dinner that, if elected, Obama would pick the young head of the New York Fed as his Treasury chief, and what a smart selection that likely would be.

It still may be.

(Albert R. Hunt is the executive editor for Washington at Bloomberg News. The opinions expressed are his own.)