The recovery in the New York area as a whole has been uneven as some families have moved to the city, bidding up prices, while others are struggling to pay, said Jay Martin, executive director of the Community Housing Improvement Program, which represents landlords of mostly rent-stabilized housing.
“You have bidding wars for one unit, and then a renter who can’t pay,” he said. “A tale of two cities is happening within the same building.”
Drew Hamrick, the senior vice president of the Colorado Apartment Association, a landlord group, said the rise in rents is not driven by landlords but by market factors.
“Landlords don’t really set the price, consumers set the price,” he said. “It’s musical chairs.”
Even if there is a pullback in rents next year, today’s suddenly higher housing costs could make for a painful adjustment period. Higher rent costs can reverberate through people’s lives and force tough decisions.
Luke Martinez, a 27-year-old in Greenville, a town in East Texas, is contemplating buying a trailer and setting his family up on an R.V. lot after learning that he is losing the three-bedroom house he has been renting for about $1,000 per month since 2016.
“It’s insane the amount of rent, even in this little podunk town,” Mr. Martinez said.
He’s looking at paying up to $1,500 per month for a new place, which will be tough. After getting laid off at the start of the pandemic, he had been living partly on savings — padded by an insurance payout after his car was stolen and totaled. He returned to working in automotive repair only this week. His wife had been working the front desk at a hotel until two months ago, but she is now home-schooling their 8-year-old.
If they end up renting at the higher price, they will most likely afford it by forgoing a new car.
“It’s pretty much just scraping by,” he said of his lifestyle.
HONG KONG — Xu Jiayin was China’s richest man, a symbol of the country’s economic rise who helped transform poverty-stricken villages into urbanized metropolises for the fledgling middle class. As his company, China Evergrande Group, became one of the country’s largest property developers, he amassed the trappings of the elite, with trips to Paris to taste rare French wines, a million-dollar yacht, private jets and access to some of the most powerful people in Beijing.
“All I have and all that Evergrande Group has achieved were endowed by the party, the state and the whole society,” Mr. Xu said in a 2018 speech thanking the Chinese Communist Party for his success.
China is threatening to take it all away.
The debt that powered the country’s breakneck growth for decades is now jeopardizing the economy — and the government is changing the rules. Beijing has signaled that it will no longer tolerate the strategy of borrowing to fuel business expansion that turned Mr. Xu and his company into a real estate powerhouse, pushing Evergrande to the precipice.
Last week, the company, which has unpaid bills totaling more than $300 billion, missed a key payment to foreign investors. That sent the world into a panic over whether China was facing its own so-called Lehman moment, a reference to the 2008 collapse of the Lehman Brothers investment bank that led to the global financial crisis.
struggles have exposed the flaws of the Chinese financial system — unrestrained borrowing, expansion and corruption. The company’s crisis is testing the resolve of Chinese leaders’ efforts to reform as they chart a new course for the country’s economy.
If they save Evergrande, they risk sending a message that some companies are still too big to fail. If they don’t, as many as 1.6 million home buyers waiting for unfinished apartments and hundreds of small businesses, creditors and banks may lose their money.
“This is the beginning of the end of China’s growth model as we know it,” said Leland Miller, the chief executive officer of the consulting firm China Beige Book. “The term ‘paradigm shift’ is always overused, so people tend to ignore it. But that’s a good way of describing what’s happening right now.”
speech accepting an award for his charitable donations.
He went to college and then spent a decade working at a steel mill. He started Evergrande in 1996 in Shenzhen, a special economic zone where the Chinese leader Deng Xiaoping launched the country’s experiment with capitalism. As China urbanized, Evergrande expanded beyond Shenzhen, across the country.
Evergrande lured new home buyers by selling them on more than just the tiny apartment they would get in a huge complex with dozens of identical towers. New Evergrande customers were buying into the lifestyle associated with names like Cloud Lake Royal Garden and Riverside Mansion.
annual report was Wen Jiahong, the brother of China’s vice premier, Wen Jiabao, who oversaw the country’s banks as head of the Central Financial Work Commission.
elite group of political advisers known as the Chinese People’s Political Consultative Conference.
“He could not have gotten so big without the collaboration of the country’s biggest banks,” Victor Shih, a professor of political science at the University of California, San Diego, said of Mr. Xu. “That suggests the potential help of senior officials with a lot of influence.”
Mr. Xu was also a power broker who socialized with the Communist Party’s elite families, according to a memoir by Desmond Shum, a well-connected businessman. In his book, “Red Roulette,” published this month, Mr. Shum recounts a 2011 European wine-tasting and shopping spree in which Mr. Xu took part, along with the daughter of the Communist Party’s fourth-ranking official at the time, Jia Qinglin, and her investor husband.
The party flew to Europe on a private jet, with the men playing a popular Chinese card game called “fight the landlord.” At Pavillon Ledoyen, a Paris restaurant, the party spent more than $100,000 on a wine spree, downing magnums of Château Lafite wines, starting with a vintage 1900 and ending with a 1990. On a trip to the French Riviera, Mr. Xu considered buying a $100 million yacht owned by a Hong Kong mogul, Mr. Shum wrote.
To supercharge Evergrande’s growth, Mr. Xu often borrowed twice on each piece of land that he developed — first from the bank and then from home buyers who were sometimes willing to pay 100 percent of the value of their future home before it was built.
property grew to account for as much as one-third of China’s economic growth. Evergrande built more than a thousand developments in hundreds of cities and created more than 3.3 million jobs a year.
cool down, the damage caused by Evergrande’s voracious appetite for debt became impossible to ignore. There are nearly 800 unfinished Evergrande projects in more than 200 cities across China. Employees, contractors and home buyers have held protests to demand their money. Many fear they will become unwitting victims in China’s debt-reform campaign.
Yong Jushang, a contractor from Changsha in central China, still hasn’t been paid for the $460,000 of materials and work he provided for an Evergrande project that was completed in May. Desperate not to lose his workers and business partners, he threatened to block the roads around the development this month until the money was paid.
“It’s not a small amount for us,” Mr. Yong said. “This could bankrupt us.”
Mr. Yong and others like him are at the heart of regulators’ biggest challenge in dealing with Evergrande. If Beijing tries to make an example out of Evergrande by letting it collapse, the wealth of millions of people could vanish along with Mr. Xu’s empire.
protested on the streets and complained online about delays in construction. The central bank has put Evergrande on notice.
And China’s increasingly nationalistic commentators are calling for the company’s demise. Debt-saddled corporate giants like Evergrande were given the freedom to “open their bloody mouths and devour the wealth of our country and our people until they are too big to fall,” Li Guangman, a retired newspaper editor whose recent views have been given a platform by official state media, wrote in an essay.
Without proper intervention, Mr. Li argued, “China’s economy and society will be set on the crater of the volcano where all may be ignited any time.”
Michael Forsythe reported from New York. Matt Phillips contributed reporting from New York.
Andrea Jones hadn’t yet settled on a date to retire from her customer service job at United Airlines when Newark airport started looking like a ghost town in March 2020. After 28 years with the carrier, she still loved her work. But by the end of that month, she had hung up her blue uniform for the last time. She is still struggling with a sense of loss.
“I wasn’t at all ready to leave,” she said. “It hit me right between the eyes.”
Ms. Jones, 68, of East Windsor, N.J., retired to protect the health of her husband, George, who has multiple myeloma, a form of cancer. Fortunately, the Joneses had a nest egg, and United offered a retirement package that enabled her to keep their health insurance.
Patricia Scott has not been so lucky. Ms. Scott, a special-education teacher in Stockton, Calif., retired in January to preserve her own health. A grandmother of 10, she survived breast cancer in 2016; her oncologist told her she couldn’t risk catching Covid-19 by returning to the classroom. Now, at age 66, she is on financial quicksand. “My income is half what it was,” she said. She is single and in debt. “I’m stressed, I’m depressed and I’m terrified.”
For many of the nearly three million workers ages 55 to 70 who have left their jobs since March 2020, retiring during the pandemic has inflicted two traumas. Like Ms. Jones and Ms. Scott, most felt they were forced out of work before they wanted to go, said Teresa Ghilarducci, a professor of economics and policy analysis at the New School for Social Research. Among that subset, the majority, like Ms. Scott, were financially unprepared, Ms. Ghilarducci said.
research from the New School, far more older workers retired during the pandemic than during other recessions. After the 2008 financial crisis, for example, 1.9 million older workers left the labor force in the first three months of the recession. In the first three months of the pandemic last year, 2.9 million left the work force. The latest data shows that 1.7 million of the newer wave of retirees left despite financial uncertainty, Ms. Ghilarducci said.
Their departures generally were not a bid for a few extra years of bird-watching. “A lot of people were pushed out of their jobs,” Ms. Ghilarducci said; she attributed that push partly to age discrimination. “It used to be that employers would let the ones they just hired go first in a recession, but this time older people who have been in their jobs the longest have been hit hardest.”
Lack of enforcement of anti-discrimination laws was a factor, she said. So was what some employers saw as a rare opportunity created by the pandemic to get rid of older workers, who are perceived to be less productive and more expensive.
Regardless of the reason, the new army of reluctant retirees, disproportionately made up of Black workers and those who lack a college degree, according to June data from the New School, is in trouble. One key reason: Debt rates among Americans 65 and older are the highest they’ve ever been, Ms. Ghilarducci said. And they are likely to rise as more people are forced to draw down their assets to make ends meet. Collecting Social Security earlier than anticipated will add to their vulnerability, since claiming earlier will permanently reduce their benefits.
Even for people with a financial safety net, the hurdles can be significant. “There’s a lot of stress that comes with having retirement forced on you,” said Malcolm Ethridge, a financial adviser in Washington who has several newly out-of-work older clients. “It takes time to get past the disruption.”
Jovan Johnson, a certified financial planner in Atlanta, said Ms. Scott and others in her situation should start looking for a pro bono financial adviser who can help make sense of their money. “There are a lot of us out there who will help people out for free during a crisis,” he said. He recommends searching sites like the XY Planning Network.
The primary benefit of sitting down with a professional may be relief from panic, he said. But the 15 new retirees who have contacted him for pro bono help since the pandemic started, among them nurses and teachers, have also gained a better understanding of how to manage limited funds. “Everybody deserves to have a plan,” he said.
Pen and Brush after 23 years as executive director, the stress started last year, when she contracted Covid-19 and spent several weeks in an intensive care unit. She was not psychologically ready to retire, but because she has still not fully recovered, she felt she had to. “I was one of those people who was going to have to be wheeled out of there, I loved it so much,” she said.
Now she is adjusting to what she said was a more limited routine. Sunday nights and Mondays flummox her the most. “It’s like when you have that dream where you have a final exam and you’ve never been to class, or you forget your locker combination. I keep thinking, I have to go to work.” Instead, she takes walks with her husband, Wallace Munro, a retired actor, and visits the grocery store more than she thought she would ever want to.
“It’s something to do,” she said. “You have to restructure your life when something like this happens to you. It’s so easy to get depressed.”
Managing money in a sudden retirement
Mr. Johnson, the financial planner, offered tips on juggling your income and expenses when you’re thrust into joblessness with little warning.
Make sure that you do not have any old pension or 401(k) money out there from previous employers. People who have rolled over retirement accounts from previous employers often forget about them.
Don’t feel guilty for taking Social Security early — especially if you have no other option. You can begin claiming your benefits as early as age 62. However, the downside to claiming before your full retirement age (you can look it up on the Social Security website) is that your total monthly payments will be permanently reduced. If your income is below a certain threshold, your full Social Security payments might be tax-free.
Use Social Security payments for your nondiscretionary, fixed expenses and retirement assets for discretionary expenses, such as travel and entertainment.
Bridge the gap to Medicare, because the age of eligibility is 65. Consider plans under the Affordable Care Act. Typically, if your income is low enough, you may receive premium tax credits and other benefits if you choose a plan on the marketplace.
If Social Security and retirement savings cannot sustain your lifestyle, it’s time to consider Medicaid, Supplemental Security Income and similar programs.
DALLAS–(BUSINESS WIRE)–Invitation Homes Inc. (NYSE: INVH)(“Invitation Homes” or the “Company”) , the nation’s premier single-family home leasing company, and PulteGroup, Inc. (NYSE: PHM), the nation’s third largest homebuilder, announced today the formation of an innovative strategic relationship. As part of this relationship, Invitation Homes expects to purchase approximately 7,500 new homes over the next five years that PulteGroup will design and build expressly for this purpose.
The companies have already reached agreement on the construction and sale of over 1,000 homes across seven communities over the next several years, with the first sales expected to close in 2022. Initial projects are scheduled for delivery in Florida, Georgia, Southern California, North Carolina and Texas.
“At Invitation Homes, we’re committed to serving the growing share of Americans who are opting not to buy a house by providing high-quality homes with valued features such as close proximity to jobs and access to good schools,” said Dallas Tanner, President and CEO of Invitation Homes. “We’re thrilled that this strategic relationship with PulteGroup further strengthens that commitment while also enhancing our multichannel acquisition approach to growth.”
“We have been evaluating potential structures for participating in the single-family rental market that would seek to capitalize on our strengths in community development and new-home construction while delivering high returns,” said Ryan Marshall, PulteGroup President and CEO. “We are excited to be working with an industry leader in Invitation Homes, and believe this relationship will allow us to increase our scale in our existing markets, make investing in larger land parcels more practical, and generate attractive risk adjusted returns.”
About Invitation Homes
Invitation Homes is the nation’s premier single-family home leasing company, meeting changing lifestyle demands by providing access to high-quality, updated homes with valued features such as close proximity to jobs and access to good schools. The company’s mission, “Together with you, we make a house a home,” reflects its commitment to providing homes where individuals and families can thrive and high-touch service that continuously enhances residents’ living experiences.
PulteGroup, Inc. (NYSE: PHM), based in Atlanta, Georgia, is one of America’s largest homebuilding companies with operations in more than 40 markets throughout the country. Through its brand portfolio that includes Centex, Pulte Homes, Del Webb, DiVosta Homes, American West and John Wieland Homes and Neighborhoods, the company is one of the industry’s most versatile homebuilders able to meet the needs of multiple buyer groups and respond to changing consumer demand. PulteGroup’s purpose is building incredible places where people can live their dreams.
For more information about PulteGroup, Inc. and PulteGroup brands, go to pultegroup.com; www.pulte.com; www.centex.com; www.delwebb.com; www.divosta.com; www.jwhomes.com; and www.americanwesthomes.com. Follow PulteGroup, Inc. on Twitter: @PulteGroupNews.
This press release contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended (the “Exchange Act”), which include, but are not limited to, statements related to the Company’s expectations regarding the performance of the Company’s business, its financial results, its liquidity and capital resources, and other non-historical statements. In some cases, you can identify these forward-looking statements by the use of words such as “outlook,” “guidance,” “believes,” “expects,” “potential,” “continues,” “may,” “will,” “should,” “could,” “seeks,” “projects,” “predicts,” “intends,” “plans,” “estimates,” “anticipates,” or the negative version of these words or other comparable words. Such forward-looking statements are subject to various risks and uncertainties, including, among others, risks inherent to the single-family rental industry and the Company’s business model, macroeconomic factors beyond the Company’s control, competition in identifying and acquiring properties, competition in the leasing market for quality residents, increasing property taxes, homeowners’ association (“HOA”) fees, and insurance costs, the Company’s dependence on third parties for key services, risks related to the evaluation of properties, poor resident selection and defaults and non-renewals by the Company’s residents, performance of the Company’s information technology systems, risks related to the Company’s indebtedness, and risks related to the potential negative impact of the ongoing COVID-19 pandemic on the Company’s financial condition, results of operations, cash flows, business, associates, and residents. Accordingly, there are or will be important factors that could cause actual outcomes or results to differ materially from those indicated in these statements. Moreover, many of these factors have been heightened as a result of the ongoing and numerous adverse impacts of COVID-19. The Company believes these factors include, but are not limited to, those described under Part I. Item 1A. “Risk Factors” of the Annual Report on Form 10-K for the fiscal year ended December 31, 2020, and in the Company’s Quarterly Report on Form 10-Q for the quarterly period ended March 31, 2021, filed with the Securities and Exchange Commission (the “SEC”), as such factors may be updated from time to time in the Company’s periodic filings with the SEC, which are accessible on the SEC’s website at www.sec.gov. These factors should not be construed as exhaustive and should be read in conjunction with the other cautionary statements that are included in this release and in the Company’s other periodic filings. The forward-looking statements speak only as of the date of this press release, and the Company expressly disclaims any obligation or undertaking to publicly update or review any forward-looking statement, whether as a result of new information, future developments or otherwise, except to the extent otherwise required by law.
an ambitious proposal to cut carbon emissions, how will those who hope to succeed Chancellor Angela Merkel respond?
If only because of their sheer scale, analysts say, the floods are likely to play a significant role for voters when they go to the polls on Sept 26 to replace Ms. Merkel, who has led the country for 16 years.
The death toll in Germany climbed to at least 143 on Saturday, while the toll across the border in Belgium stood at 27, its national crisis center said. The count rose most sharply in Germany’s Ahrweiler district in Rhineland-Palatinate State, where the police said that more than 90 people had died. The authorities feared that number could yet grow.
In Germany, Europe’s largest economy and a country that prides itself on its sense of stability, the chaos wrought by nature was likely to reverberate for months, if not years.
But on Saturday, residents and rescue workers in flood-hit areas faced the more immediate and daunting task of clearing piles of debris, unclogging roads and salvaging some of the homes that had survived the deluge.
Hundreds of people remain unaccounted for, but officials have struggled to offer precise numbers.
Electricity and telephone services remain inaccessible in parts of Germany, and some roads are still impassable. That lack of access may account for the high tallies of those still considered missing. And some of those who are not accounted for could simply be away, on vacation or work assignment. In Belgium, police officers started knocking on doors to try to confirm the whereabouts of residents.
Still, officials said they expected to find additional victims.
Extreme downpours like the ones that hit Germany are one of the most visible signs that the climate is changing as a result of global warming from greenhouse gas emissions. Studies have shown a warmer atmosphere can hold more moisture, generating more rainfall.
Floods of this size have not been seen in 500 or even 1,000 years, according to meteorologists and German officials.
Rhineland-Palatinate was one of the two hardest-hit German states in the west, along with North Rhine-Westphalia. The Rhine River flows through the two regions, and the rain fell so rapidly that it engorged even small streams and tributaries not typically considered flood threats.
Germany’s president, Frank-Walter Steinmeier, traveled on Saturday to the town of Erftstadt, southwest of Cologne, where the flooding destroyed homes. Ms. Merkel planned to travel on Sunday to Schuld in Rhineland-Palatinate, which was badly hit, even as all of its 700 residents managed to survive.
There were scenes of devastation from all around Western Europe, the floods having caused damage from Switzerland to the Netherlands. But Germany was hardest hit.
Days before roiling waters tore through western Germany, a European weather agency had issued an extreme flood warning, as models showed that storms would send rivers surging to levels that had not been seen in hundreds of years.
The warnings, however, did little good.
Though Germany’s flood warning system, a network of sensors that measure river levels, functioned as it was supposed to, state and local officials said the amount of rain was unlike anything they had ever seen, causing even small streams and rivers to flood their banks.
Survivors and officials said many areas were caught unprepared as normally placid brooks and streams turned into torrents that swept away cars, houses and bridges. About 15,000 police officers, soldiers and emergency service workers have been deployed in Germany to help with the search and rescue.
Dr. Linda Speight, a hydrometeorologist at the University of Reading in Britain who studies how flooding occurs, blamed poor communication about the high risk posed by the flooding as contributing to the significant loss of life. “There should not have been so many deaths from this event,” she said.
Residents returning home, only to find their homes no longer there. Roads submerged by landslides. Loved ones still unaccounted for.
As the weather improved on Saturday and rescue workers searched for missing residents, many people in flood-hit areas of Germany were trying to re-establish some order amid the chaos and destruction.
Friends and relatives mobilized to help, maneuvering around blocked roads and washed-out bridges. Crushed cars and mounds of ruined goods were carted away, or piled by the side of muddied, cracked roads.
Many expressed amazement at how so much could have been destroyed so quickly. For Lisa Knopp, 19, who was helping to empty the flood-ruined basement of her grandmother’s home in Sinzig, a small town between the Rhine and Ahr rivers, the scenes of destruction “will stay with me a long time.”
Kim Falkenstein said her mother lost her home in Ahrweiler, one of the hardest-hit spots. Ms. Falkenstein, who was born in Ahrweiler and now lives in New York, said several friends had also lost their homes, and a classmate had died.
“I am heartbroken,” she said.
“Seeing my city being destroyed, people who I am close with losing their existence, and knowing I will never return to something I once called home,” Ms. Falkenstein said, “gives me goose bumps.”
In a country that is among Europe’s most prosperous, where orderliness is highly prized, many Germans were unnerved by the helplessness wrought by nature.
Bertrand Adams, a local official in Trier-Ehrang, a town in western Germany, stared in disbelief at the swirling waters only now receding from his community.
“It is beyond anything that could ever be imagined,” he told ZDF television. “We have a very good flood protection system that we developed only five years ago. We were so certain that nothing can go wrong.”
Daniela Schmitz, who has a ranch in Erftstadt, a town southwest of Cologne, was relieved that her property was not destroyed by the floods and that her horses had been evacuated. Others, she said, weren’t that fortunate.
“We were warned early enough — other stables are not doing so well,” she wrote in a WhatsApp message. “Many animals have drowned, entire stalls destroyed, and feed is becoming scarce. The conditions are really catastrophic in many places.”
On Saturday, German television channels carried wall-to-wall coverage of the flooding, as rescue workers continued searching for those who had been trapped by rising waters, with 143 confirmed dead in Germany and hundreds still missing.
As the official response picked up speed on Saturday, electricity, water and internet coverage were slowly being restored. Hundreds of police, fire and emergency vehicles crammed the roads into the most afflicted areas of Rhine-Palatinate and North Rhine-Westphalia.
KIBBUTZ NIR DAVID, Israel — A whimsical chain of inflatable rafts tethered together by a flimsy rope floated along the Asi, a gentle stream that runs for a mile through a sunbaked plain in northern Israel.
The boats were packed with residents of the area, their children and day trippers from farther afield, but this was no picnic, even though it was a holiday. The goal of this unarmed armada was nothing less than reclaiming the small river.
“This is a strategic takeover!” the leader of the ragtag crew, Nati Vaknin, shouted through a bullhorn as he waded ahead of the group.
The flotilla’s destination was a forbidden paradise: an exquisite, aquamarine stretch of the stream that runs through, and that has effectively been monopolized by, Kibbutz Nir David, a communal farm founded by early Zionist pioneers, Ashkenazi Jews from Europe who historically formed the core of the Israeli elite.
Free the Asi campaign, a group fighting for public access to a cherished beauty spot and against perceived privilege. On the other is a kibbutz eager to maintain its hard-earned assets and tranquil lifestyle. The dispute has landed in court, awaiting resolution; in late May, the state of Israel weighed in, backing the public’s right to access the stream through the kibbutz.
But underlying the battle are much greater tensions that extend across Israel.
The Asi dispute pits advantaged scions of the country’s socialist founders against a younger generation from a traditionally marginalized group. And it has resonated across Israel as a distillation of the identity politics and divisions that deepened under the long prime ministership of Benjamin Netanyahu.
Israel’s fourth in two years, 93.5 percent of the vote in Beit Shean, with a population of about 18,000, went to right-wing or religious parties mostly aligned with Mr. Netanyahu, then the prime minister. Three miles away in Nir David, a community of about 650 people, over 90 percent of the votes went to centrist or left-wing parties that belong to the new governing coalition that ousted him.
Free the Asi campaign has attracted a variety of supporters, including left-wing social justice advocates and environmentalists. But left-wing political parties have mostly stayed mum to avoid alienating the kibbutz movement, their traditional base of support.
Some on the right have enthusiastically taken up the cause, like Yair Netanyahu, the former prime minister’s elder son, who has called to liberate the Asi on Twitter. It was a lawmaker from Shas, the ultra-Orthodox, Mizrahi party, who brought the court case against the kibbutz.
“It’s worth it for them to fan the ethnic narrative,” said Lavi Meiri, the kibbutz’s chief administrator. “It gets them votes.”
Nir David denies any discrimination, asserting that 40 percent of its population is now Mizrahi.
To end the standoff, Nir David has backed developing a new leisure area outside the kibbutz or extending the Asi’s flow toward Beit Shean. But the Free the Asi leaders said that could set a precedent for the privatization of natural resources.
Perah Hadad, 36, a campaign leader from Beit Shean, said the relationship with Nir David had always been one of “us on the outside and them inside.”
Ms. Hadad, a political science student, argues that part of the kibbutz could be opened to the public with fixed hours and prohibitions on barbecues and loud music.
“After all,” she said, “there are not that many streams like this in Israel.”
The flotilla led by Mr. Vaknin took place on Mimouna, a North African Jewish holiday marking the end of Passover.
Mr. Vaknin, 30, an information systems analyst, had organized a noisy and festive demonstration that began outside the kibbutz gate, complete with a D.J. and piles of mufletot, Mimouna pancakes dripping with honey.
“Open your gates and open your hearts!” Mr. Vaknin shouted, inviting kibbutz residents to join the party.
An eclectic mix of about two dozen people turned up to protest.
While the kibbutz offers the most practical entry into the Asi, it is possible to reach the water where the stream meets the irrigation channel. But that way involves several hazards, including clambering down a steep incline off a busy road and the possibility that sharp rocks in this untamed part of the stream would tear a raft.
Despite those obstacles, the protesters moved from the kibbutz down the road to launch their flotilla from that unblocked spot and later disembarked near the kibbutz cemetery. Children swam and chased ducks as grim-faced security guards looked on, filming on their cellphones.
The wet interlopers then sauntered off into the heart of the kibbutz. Nobody stopped them, and they posed for victory photos on the manicured bank of the Asi.
A few years ago, while on a work trip in Los Angeles, I hailed an Uber for a crosstown ride during rush hour. I knew it would be a long trip, and I steeled myself to fork over $60 or $70.
Instead, the app spit out a price that made my jaw drop: $16.
Experiences like these were common during the golden era of the Millennial Lifestyle Subsidy, which is what I like to call the period from roughly 2012 through early 2020, when many of the daily activities of big-city 20- and 30-somethings were being quietly underwritten by Silicon Valley venture capitalists.
For years, these subsidies allowed us to live Balenciaga lifestyles on Banana Republic budgets. Collectively, we took millions of cheap Uber and Lyft rides, shuttling ourselves around like bourgeois royalty while splitting the bill with those companies’ investors. We plunged MoviePass into bankruptcy by taking advantage of its $9.95-a-month, all-you-can-watch movie ticket deal, and took so many subsidized spin classes that ClassPass was forced to cancel its $99-a-month unlimited plan. We filled graveyards with the carcasses of food delivery start-ups — Maple, Sprig, SpoonRocket, Munchery — just by accepting their offers of underpriced gourmet meals.
tweeted, along with a screenshot of a receipt that showed he had spent nearly $250 on a ride to the airport.
“Airbnb got too much dip on they chip,” another Twitter user complained. “No one is gonna continue to pay $500 to stay in an apartment for two days when they can pay $300 for a hotel stay that has a pool, room service, free breakfast & cleaning everyday. Like get real lol.”
Some of these companies have been tightening their belts for years. But the pandemic seems to have emptied what was left of the bargain bin. The average Uber and Lyft ride costs 40 percent more than it did a year ago, according to Rakuten Intelligence, and food delivery apps like DoorDash and Grubhub have been steadily increasing their fees over the past year. The average daily rate of an Airbnb rental increased 35 percent in the first quarter of 2021, compared with the same quarter the year before, according to the company’s financial filings.
set up a $250 million “driver stimulus” fund — or doing away with them altogether.
I’ll confess that I gleefully took part in this subsidized economy for years. (My colleague Kara Swisher memorably called it “assisted living for millennials.”) I got my laundry delivered by Washio, my house cleaned by Homejoy and my car valet-parked by Luxe — all start-ups that promised cheap, revolutionary on-demand services but shut down after failing to turn a profit. I even bought a used car through a venture-backed start-up called Beepi, which offered white-glove service and mysteriously low prices, and which delivered the car to me wrapped in a giant bow, like you see in TV commercials. (Unsurprisingly, Beepi shut down in 2017, after burning through $150 million in venture capital.)
These subsidies don’t always end badly for investors. Some venture-backed companies, like Uber and DoorDash, have been able to grit it out until their I.P.O.s, making good on their promise that investors would eventually see a return on their money. Other companies have been acquired or been able to successfully raise their prices without scaring customers away.
Uber, which raised nearly $20 billion in venture capital before going public, may be the best-known example of an investor-subsidized service. During a stretch of 2015, the company was burning $1 million a week in driver and rider incentives in San Francisco alone, according to reporting by BuzzFeed News.
But the clearest example of a jarring pivot to profitability might be the electric scooter business.
Remember scooters? Before the pandemic, you couldn’t walk down the sidewalk of a major American city without seeing one. Part of the reason they took off so quickly is that they were ludicrously cheap. Bird, the largest scooter start-up, charged $1 to start a ride, and then 15 cents a minute. For short trips, renting a scooter was often cheaper than taking the bus.
But those fees didn’t represent anything close to the true cost of a Bird ride. The scooters broke frequently and needed constant replacing, and the company was shoveling money out the door just to keep its service going. As of 2019, Bird was losing $9.66 for every $10 it made on rides, according to a recent investor presentation. That is a shocking number, and the kind of sustained losses that are possible only for a Silicon Valley start-up with extremely patient investors. (Imagine a deli that charged $10 for a sandwich whose ingredients cost $19.66, and then imagine how long that deli would stay in business.)
Pandemic-related losses, coupled with the pressure to turn a profit, forced Bird to trim its sails. It raised its prices — a Bird now costs as much as $1 plus 42 cents a minute in some cities — built more durable scooters and revamped its fleet management system. During the second half of 2020, the company made $1.43 in profit for every $10 ride.
“DoorDash and Pizza Arbitrage,” about the time he realized that DoorDash was selling pizzas from his friend’s restaurant for $16 while paying the restaurant $24 per pizza, and proceeded to order dozens of pizzas from the restaurant while pocketing the $8 difference, stands as a classic of the genre.)
But it’s hard to fault these investors for wanting their companies to turn a profit. And, at a broader level, it’s probably good to find more efficient uses for capital than giving discounts to affluent urbanites.
Back in 2018, I wrote that the entire economy was starting to resemble MoviePass, the subscription service whose irresistible, deeply unprofitable offer of daily movie tickets for a flat $9.95 subscription fee paved the way for its decline. Companies like MoviePass, I thought, were trying to defy the laws of gravity with business models that assumed that if they achieved enormous scale, they’d be able to flip a switch and start making money at some point down the line. (This philosophy, which was more or less invented by Amazon, is now known in tech circles as “blitzscaling.”)
There is still plenty of irrationality in the market, and some start-ups still burn huge piles of money in search of growth. But as these companies mature, they seem to be discovering the benefits of financial discipline. Uber lost only $108 million in the first quarter of 2021 — a change partly attributable to the sale of its autonomous driving unit, and a vast improvement, believe it or not, over the same quarter last year, when it lost $3 billion. Both Uber and Lyft have pledged to become profitable on an adjusted basis this year. Lime, Bird’s main electric scooter competitor, turned its first quarterly profit last year, and Bird — which recently filed to go public through a SPAC at a $2.3 billion valuation — has projected better economics in the years ahead.
Profits are good for investors, of course. And while it’s painful to pay subsidy-free prices for our extravagances, there’s also a certain justice to it. Hiring a private driver to shuttle you across Los Angeles during rush hour should cost more than $16, if everyone in that transaction is being fairly compensated. Getting someone to clean your house, do your laundry or deliver your dinner should be a luxury, if there’s no exploitation involved. The fact that some high-end services are no longer easily affordable by the merely semi-affluent may seem like a worrying development, but maybe it’s a sign of progress.
Five years ago, a scan of Istu Prayogi’s lungs showed the kind of damage that comes from smoking cigarettes. But in his case, he had never smoked. Instead, he spent hours a day in traffic in Jakarta, the capital of Indonesia and one of the world’s most polluted cities.
A computer science teacher, Mr. Istu began wearing a face mask, as his doctor recommended, but that was only a short-term solution. So he joined a rare citizen lawsuit against the government seeking to force Indonesia’s president, Joko Widodo, and other government officials to address the city’s pervasive pollution.
“For me personally, it’s very urgent,” he said, “because everyone needs air and everyone needs health.”
A three-judge panel is expected to rule as early as this week whether the president, three of his cabinet ministers and three provincial governors have been negligent by failing to curb the city’s air pollution.
prone to flooding.
The environmentalists who brought the suit say that many of the worst sources of pollution are outside Jakarta’s city limits and that presidential leadership and regional efforts are essential to address the problem.
A month after the lawsuit was filed, President Joko proposed moving the capital to a new city to be built on the island of Borneo, leaving Jakarta’s pollution problems behind.
A study released last week by the British consulting firm Verisk Maplecroft found that Jakarta was the city most at risk from environmental factors out of the 576 cities analyzed. The study noted that Jakarta is “plagued with dire air pollution” and faces threats from seismic activity and flooding.
One of the 32 plaintiffs in the suit is Yuyun Ismawati, a co-founder of the environmental group, Nexus3 Foundation, and a recipient of the 2009 Goldman Environmental Prize. She points out that Indonesia’s air pollution standards are much looser than the levels recommended by the World Health Organization. But even these standards are not adequately enforced, she said, and as a result, many people suffer from asthma and other respiratory illnesses.
Children are especially vulnerable to ailments caused by pollution because their bodies are still developing, she said. “I am worried about the future of young people in Indonesia.”
Research indicates that long-term exposure to air pollution can worsen the effects of Covid-19. Indonesia, the world’s fourth-largest country, has reported more than 1.7 million cases, the largest number in Southeast Asia.
Studies show that vehicle emissions are the largest single source of air pollution in Greater Jakarta, followed by coal-fired power plants. Vehicle inspections, to the extent they occur, are inadequate, Ms. Yuyun said, and the power plants do not have adequate filters.
Another major source is small-scale industrial activity that often relies on primitive methods that lack environmental safeguards, such as melting and recycling lead batteries, and burning wood, plastic or tires to generate heat. These often go unregulated.
“Everyone has the right to live in a healthy environment,” Ms. Yuyun said.
The suit, which was filed in Central Jakarta District Court, names the president, the ministries of health, environment and home affairs and the governors of the three provinces, Jakarta, West Java and Banten.
In a brief submitted in support of the lawsuit, the United Nations Special Rapporteur on human rights and the environment, David R. Boyd, pointed out that air pollution is the world’s deadliest environmental problem and is responsible for hundreds of thousands of premature deaths annually in Indonesia.
These deaths occur even though the solutions are well known and the government has a responsibility to implement them, he said.
“Protecting human rights from the harmful effects of air pollution is a constitutional and legislative obligation for governments in Indonesia, not an option,” he wrote.
Aditho Harinugroho, 36, began riding his bike on Jakarta’s crowded streets after a friend’s sudden death four years ago prompted him to change his lifestyle and embrace fitness. A freelance videographer, he sometimes rides 40 miles in a day.
Now, he is a plaintiff in the lawsuit. Even though he wears a cloth mask for the pollution, getting stuck in traffic can lead to coughing fits, he said. And after riding, his skin is blackened by the soot in the air.
“When I pass through a traffic jam hot spot, I definitely cough after that,” Mr. Aditho said. “When I wipe my face, it is black and I imagine that’s what gets into my lungs. It is impossible not to cough.”
President Joko has made Indonesia’s economic development his top priority. But Mr. Aditho said the government is focused on helping the rich, not improving the lives of ordinary people.
“Our government doesn’t care at all about pollution or the air quality of Jakarta,” he said. “We can see that from their policies.”
Dera Menra Sijabat contributed reporting from Jakarta.
By the time Melinda French Gates decided to end her 27-year marriage, her husband was known globally as a software pioneer, a billionaire and a leading philanthropist.
But in some circles, Bill Gates had also developed a reputation for questionable conduct in work-related settings. That is attracting new scrutiny amid the breakup of one of the world’s richest, most powerful couples.
In 2018, Ms. French Gates wasn’t satisfied with her husband’s handling of a previously undisclosed sexual harassment claim against his longtime money manager, according to two people familiar with the matter. After Mr. Gates moved to settle the matter confidentially, Ms. French Gates insisted on an outside investigation. The money manager, Michael Larson, remains in his job.
On at least a few occasions, Mr. Gates pursued women who worked for him at Microsoft and the Bill and Melinda Gates Foundation, according to people with direct knowledge of his overtures. In meetings at the foundation, he was at times dismissive toward his wife, witnesses said.
public view, Ms. French Gates was unhappy. She hired divorce lawyers, setting in motion a process that culminated this month with the announcement that their marriage was ending.
a public appearance in 2016.
Long after they married in 1994, Mr. Gates would on occasion pursue women in the office.
In 2006, for example, he attended a presentation by a female Microsoft employee. Mr. Gates, who at the time was the company’s chairman, left the meeting and immediately emailed the woman to ask her out to dinner, according to two people familiar with the exchange.
“If this makes you uncomfortable, pretend it never happened,” Mr. Gates wrote in an email, according to a person who read it to The New York Times.
in a column in Time magazine announcing the pledge.
money manager, earning solid returns on the Gateses’ and the foundation’s combined $174 billion investment portfolio through a secretive operation called Cascade Investment. Cascade owned assets like stocks, bonds, hotels and vast tracts of farmland, and it also put the Gateses’ money in other investment vehicles. One was a venture capital firm called Rally Capital, which is in the same building that Cascade occupies in Kirkland, Wash.
Rally Capital had an ownership stake in a nearby bicycle shop. In 2017, the woman who managed the bike shop hired a lawyer, who wrote a letter to Mr. Gates and Ms. French Gates.
The letter said that Mr. Larson had been sexually harassing the manager of the bike shop, according to three people familiar with the claim. The letter said the woman had tried to handle the situation on her own, without success, and she asked the Gateses for help. If they didn’t resolve the situation, the letter said, she might pursue legal action.
The woman reached a settlement in 2018 in which she signed a nondisclosure agreement in exchange for a payment, the three people said.
While Mr. Gates thought that brought the matter to an end, Ms. French Gates was not satisfied with the outcome, two of the people said. She called for a law firm to conduct an independent review of the woman’s allegations, and of Cascade’s culture. Mr. Larson was put on leave while the investigation was underway, but he was eventually reinstated. (It is unclear whether the investigation exonerated Mr. Larson.) He remains in charge of Cascade.
published an article detailing Mr. Gates’s relationship with Mr. Epstein. The article reported that the two men had spent time together on multiple occasions, flying on Mr. Epstein’s private jet and attending a late-night gathering at his Manhattan townhouse. “His lifestyle is very different and kind of intriguing although it would not work for me,” Mr. Gates emailed colleagues in 2011, after he first met Mr. Epstein.
(Ms. Arnold, the spokeswoman for Mr. Gates, said at the time that he regretted the relationship with Mr. Epstein. She said that Mr. Gates had been unaware that the plane belonged to Mr. Epstein and that Mr. Gates had been referring to the unique décor of Mr. Epstein’s home.)
The Times article included details about Mr. Gates’s interactions with Mr. Epstein that Ms. French Gates had not previously known, according to people familiar with the matter. Soon after its publication she began consulting with divorce lawyers and other advisers who would help the couple divide their assets, one of the people said. The Wall Street Journal previously reported the timing of her lawyers’ hiring.
The revelations in The Times were especially upsetting to Ms. French Gates because she had previously voiced her discomfort with her husband associating with Mr. Epstein, who died by suicide in federal custody in 2019, shortly after being charged with sex trafficking of girls. Ms. French Gates expressed her unease in the fall of 2013 after she and Mr. Gates had dinner with Mr. Epstein at his townhouse, according to people briefed on the dinner and its aftermath. (The incident was reported earlier by The Daily Beast.)
For years, Mr. Gates continued to go to dinners and meetings at Mr. Epstein’s home, where Mr. Epstein usually surrounded himself with young and attractive women, said two people who were there and two others who were told about the gatherings.
Ms. Arnold said Mr. Gates never socialized or attended parties with Mr. Epstein, and she denied that young and attractive women participated at their meetings. “Bill only met with Epstein to discuss philanthropy,” Ms. Arnold said.
On at least one occasion, Mr. Gates remarked in Mr. Epstein’s presence that he was unhappy in his marriage, according to people who heard the comments.
Leon Black, the head of Apollo Investments who had a multifaceted business and personal relationship with Mr. Epstein, according to two people familiar with the meeting. The meeting was held at Apollo’s New York offices.
It is unclear whether Ms. French Gates was aware of the latest meetings with Mr. Epstein. A person who recently spoke to her said that “she decided that it was best for her to leave her marriage as she moved into the next phase of her life.”
LA TRINITÉ-SUR-MER, France — It was the setting for a straightforward origin story, or so it seemed. Marine Le Pen, the far-right leader aiming to be France’s next president, came to launch her latest campaign in the seaside resort where her firebrand father once announced his own bid for the presidency from the family home.
But the recent trip to the family base at La Trinité-sur-Mer in western France, where Ms. Le Pen posed for selfies with admirers, schmoozed with oystermen and took TV journalists on boat rides, was a critical part of a rebranding effort toward respectability.
Steering the motorboat was Florent de Kersauson, a prominent businessman who, after decades of backing center-right candidates, was switching to Ms. Le Pen’s National Rally. By embracing Mr. de Kersauson, a former senior executive at the telecommunications giant Alcatel, Ms. Le Pen latched on to the kind of establishment figure who could help persuade voters that her party was more than a scrappy, family business. And maybe even assuage doubts about her competence to move into the Élysée Palace.
“The National Rally, formerly the National Front, has gone from being a protest movement to an opposition movement, and is now a government movement,” Ms. Le Pen said.
poor campaign that was marred by an incoherent message and punctuated by a disastrous debate against Mr. Macron.
un-demonize” her party, which has long been associated with the anti-Semitism, xenophobia, Holocaust denialism and colonial nostalgia of Jean-Marie Le Pen, her father and the party’s founder.
Part of that has been an effort to humanize her. A flurry of recent news reports revealed that she loved cats so much she had become a certified breeder, specializing in Bengals and Somalis. The photos of her posing with the cuddly felines were visual evidence that the party no longer belonged to her father, known for his fondness of menacing Dobermans.
general national decline, Mr. Lebourg said.
Mr. Macron has also been bogged down in a series of crises, including the Yellow Vest movement. Attacks in recent months have also heightened fears of terrorism and accelerated Mr. Macron’s shift to the right to fend off Ms. Le Pen.
“I think I can win,” Ms. Le Pen said in an hourlong interview inside her office at the National Assembly in Paris, where copies of “The Philosopher Cat,” an illustrated volume of feline-themed aphorisms, and a blue binder marked “immigration” and “security” lay on her desk.
local governments that her party controls, mostly in depressed areas in the north and south of France.
In La Trinité-sur-Mer, she introduced Mr. de Kersauson, the former Alcatel executive, as the head of her party’s ticket in next month’s regional elections. Getting more defectors from the center-right — who are financially better off than the National Rally’s traditional backers, but who are also feeling unsettled by the social changes rippling through France — is one key to victory next year.
reported — killed one of her cats.
Ms. Le Pen said that dog was gentle, as had been her father’s Dobermans. “We shouldn’t indulge in caricatures,” she said. “Dobermans have a vicious image, but, in fact, they’re very gentle dogs.”