November 22, 2024

It’s the Economy: The Perverse Effects of Rent Regulation

The East Village and the broader Lower East Side make up one of the most economically integrated parts of the city. It is one of the last places where the fairly rich and the very poor live on the same blocks and shop in the same bodegas. But the area is steadily becoming more like most of Manhattan: dominated by those with high incomes paying seemingly absurd rents, while the poor either leave or stay in government housing on the periphery. While older affordable housing is reaching the end of its life cycle, new affordable housing’s major source of public funding — Congress — is planning comprehensive tax-and-spending reform. This could pose an existential threat to New York’s regulatory efforts to keep Manhattan affordable for the poor.

So what would happen if Manhattan were completely free of rent regulations and other forms of housing subsidies? According to several housing analysts, it would quickly become an island occupied solely by middle class and rich people. Christopher Mayer, a housing economist at Columbia Business School, imagines tens of thousands of professionals, currently scared away by insane rents, moving in from Brooklyn, Queens and Hoboken — even Philadelphia and Chicago. “Poor people would be priced out of Manhattan,” he says. “Period.” But an East Village where nobody makes less than $90,000 a year might actually damage the city’s long-term prospects.

Manhattan has had an outsize impact on the world’s culture and economy in large part because of its economic diversity. Home to broke writers and wealthy publishers, starving painters and well-heeled collectors, unproven fashion newcomers and the established houses, and countless other symbiotic pairings, Manhattan has been a place where unlikely ideas can build an audience and, sometimes, dominate the mainstream. For 200 years, the East Village has served as an initial toehold into this chaotic mess. But rent regulation may not be helping keep it diverse.

Rent control first appeared in the 1940s, when soldiers returned to the city seeking apartments for their new families, causing rents to rise drastically. Since then, countless housing programs have been created at local, state and federal levels, but the biggest housing intervention in New York today is rent stabilization: a slightly more flexible version of rent control, in which a city board of experts annually determines how much more landlords can charge their tenants.

The problem, though, is that these programs actually make the city much less affordable for those unlucky enough not to live in a rent-regulated apartment, Mayer says. The absurdity of New York City’s housing market has become a standard part of many Econ 101 courses, because it is such a clear example of public policy that achieves the near opposite of its goals. There are, effectively, two rental markets in Manhattan. Roughly half the apartments are under rent regulation, public housing or some other government program. That leaves everyone else to compete for the half with rents determined by the market. Mayer points out that most housing programs tie government support to an apartment unit, not a person. “That is completely nuts,” he says. It creates enormous incentive for people to stay in apartments that no longer fit their needs, because they have had kids or their kids have left or their job has moved farther away. This inertia is a key factor in New York’s housing shortage. One East Village real estate agent told me that only 20 to 30 units are available in the entire area any given month.

Article source: http://www.nytimes.com/2013/07/28/magazine/the-perverse-effects-of-rent-regulation.html?partner=rss&emc=rss

Growth in Options Trading Helps Brokers but Not Small Investors

As the stock market soars to new heights, E*Trade, Ameritrade and Charles Schwab are advertising the potential rewards of options, which give buyers the right to buy or sell stocks at predetermined prices in the future. Options, like their cousins, futures, have traditionally been the domain of Wall Street traders. But the brokerage firms say futures and options can be profitable for ordinary investors, too — a claim that, while true, does not square with many investors’ actual experience.

“We’re looking for newcomers who want to get serious,” Schwab says on its Web site.

While relatively little research has been done on the success ordinary investors have in trading options, analysis done for The New York Times by SigFig, a company that tracks 200,000 retail investors, showed that people who traded options last year received only about one-fifth the returns of people who did not trade options: 1.1 percent compared to 5.1 percent.

The brokerage firms do not release data about customers’ trading, and they are generally hesitant to detail the expansion of this business. But it has clearly been an area of growth. An analysis of scattered data from company filings and presentations indicates that derivatives trading, which includes options, has risen at all the major firms since the financial crisis of 2008, which left many Americans with big losses in their investment portfolios.

At Ameritrade, which has been the most aggressive, derivatives trades accounted for about 40 percent of all customer trades last year — more than double what it was just five years ago. A vast majority of those trades were in options.

The growth has been a big help for the online brokers at a time when stock trading has fallen. The commission on the average options trade is more than twice that on the average stock trade, according to TD Ameritrade’s former treasurer, Michael Chochon.

“We’re looking to continue to drive penetration in” options and futures, Ameritrade’s chief financial officer, Bill Gerber, said in a call with analysts in February.

But the results have been less of a clear victory for customers. Renaud Piccinini, who monitored customer accounts for Ameritrade before he left the company last year, said options could be used wisely in some circumstances. But he said he saw investors taking up options trading and “blowing up” on an almost daily basis. He said Ameritrade carefully tracked the risks its customers were taking but did not warn them until they were close to losing it all, if then.

“We knew that they were taking risky bets,” Mr. Piccinini said. “We knew inside the firm, but there was resistance to sharing that with the customer.”

Mr. Piccinini is now working with Mr. Chochon and two other former TD Ameritrade employees to create a program for retail investors, known as Prairie Smarts, that details the risks a prospective trade adds to a portfolio.

Steve Quirk, who oversees active traders at TD Ameritrade, said the former employees were criticizing the company to generate interest for their firm.

Mr. Quirk said TD Ameritrade gave investors a wide array of tools to gauge their risks, as well as significant education, before and after they started trading options.

“We hear from many, many clients that the more they understand about all the products that are available, the better equipped they are to deal with the market in any scenario,” Mr. Quirk said.

The companies began their big push into this area after the financial crisis, with the purchase of smaller brokerage houses that focused on options. At E*Trade, filings indicate that options trades rose to 24 percent of all trades last year from about 17 percent in 2010, and the total number of trades also increased.

Customers at all the brokers must take a number of steps before they are permitted to begin trading, and they must attest that they have read an official 186-page document laying out the risks of options. But almost anyone can go through this process. And the brokers have broadened the pool of potential customers by allowing investors to trade options in their retirement accounts.

E*Trade’s recent marketing material said: “Every investor should learn how options trading could benefit them.”

Article source: http://www.nytimes.com/2013/05/25/business/growth-in-options-trading-helps-brokers-but-not-small-investors.html?partner=rss&emc=rss

Preoccupations: Helping Graduates Find Their Footing in the Workplace

This fall, I interviewed 85 recent graduates of various colleges to discuss their success in finding a job. We spoke in settings as varied as Zuccotti Park, the Occupy Wall Street site in Manhattan, and meetings of young conservatives.

Of those I interviewed — many from prestigious schools — only five are in the career field they prepared for; the rest are unemployed or in jobs they hope are temporary. Graduates with once-marketable degrees in accounting and computer science, for example, now compete with applicants who have five years of experience and will accept the same entry-level salary.

Mainly because there are too many applicants for too few jobs, employers are ignoring résumés that once commanded interviews. But in my work as a management consultant, I find that many executives also feel that recent graduates have contributed to a perception problem: that young people have been so pampered by hovering parents and so untested academically that they bring little value to today’s demanding workplace.

A surprising number of senior managers have always championed the hiring of young people who seem unlikely candidates for corporate life: theater majors, for instance, or campus activists with mediocre grades, or eccentric computer prodigies with few social skills. These managers realize that while irreverent newcomers might create chaos in quiet offices, they also bring fresh ideas.

But recently, I have heard some of these managers grumble that painful job hunts have sapped young people of their daring, creativity and willingness to challenge old procedures.

Until recently, common wisdom held that older employees resisted change, were slow to adapt to technology, were less productive than younger associates and resented taking direction from bosses younger than their children. Those perceptions are changing significantly in organizations I work with.

Older employees, desperate to rebuild their 401(k)’s, are reinventing themselves — by welcoming new procedures, becoming technologically adept, bringing mature problem-solving to their jobs and responding willingly to younger bosses. Managers have become far less tolerant of the missteps that were once expected of any new hire, and are finding that older employees make fewer of them.

Some of the least judgmental, most supportive managers I know are criticizing recent graduates for poor quality of written and oral reports, and for difficulty in drawing essential facts from masses of data. Earlier generations heard this criticism, too, but employers flooded with résumés have become far more selective than their predecessors.

Amid relentless talk about unemployment, little is said of the impact on the nation’s future of a generation convinced that the workplace has little use for it. This generation must regain its confidence if we are to remain the birthplace of ideas, products and services that shape the world.

The quickest way to rebuild that confidence is to form partnerships between recent graduates and the companies they hope will employ them. Entrepreneurs and corporate managers, current and retired, are eager to be mentors. They are active in the Young Presidents’ Organization or in professional and alumni groups in many cities.

Corporations, in turn, should consider investing in training and developing a generation they will eventually need. High-potential graduates for whom there isn’t an immediate opening could be hired, not as unpaid interns but as salaried trainees given three to six months to prove their value in a series of assignments. Those who don’t seize the opportunity can quickly be dismissed. Trainees should be given mentors to help them avoid the small missteps that can damage a career before it starts.

DETERMINED to cut costs, many corporate officials will undoubtedly dismiss as impractical the idea of investing in employees they don’t immediately need.

But a choice must be made: employers can keep faulting overindulgent parents, ineffectual teachers, colleges without required subjects and graduates unsuited to today’s complex workplace, or they can play a greater role in training and developing a generation longing to take its place in the American mainstream.

Robert W. Goldfarb is a management consultant and author of “What’s Stopping Me From Getting Ahead?” E-mail: preoccupations@nytimes.com.

Article source: http://feeds.nytimes.com/click.phdo?i=64c3dcb504a1d29af5d8163f42fa133d