AUSTIN, Texas–(BUSINESS WIRE)–American Campus Communities (NYSE: ACC), the nation’s largest student housing company, has once again been recognized in multiple award categories of Student Housing Business Magazine’s InterFace Conference Innovator Awards.
The Innovator Awards are given to student housing owners, developers, operators, architecture firms and universities for excellence in student housing development, marketing and operations. More than 100 industry experts judged on more than 140 entries in this year’s contest. This was the largest number of submissions to date.
ACC has been honored with the following on-campus awards for 2021:
On-Campus Best Public-Private Financing Solution: Manzanita Square at San Francisco State University – ACC recognized an enormous opportunity to provide development and financial expertise and support to a dedicated project team in the California State University System’s first equity-financed public-private partnership. After a 22-month construction duration, Manzanita Square opened its doors in August 2020. The 584-bed, academically oriented community represents a true win-win-win for the project team, the University and its students.
On-Campus Best Implementation of Mixed-Use/Live-Learn: UIC Academic and Residential Complex – The ARC is home to more than 550 UIC students, providing a purpose-built, academically oriented student living environment and classrooms in the heart of campus. The facility provides modern spaces for residents to live, learn and thrive, including 50,000 square feet of academic space including learning halls, classrooms, study spaces and tutoring centers.
On-Campus Best New Development: University of Illinois Chicago Academic and Residential Complex – In the spring of 2017, UIC engaged ACC to deliver the Academic and Residential Complex (ARC), which represents the first phase of the University’s revitalization initiative. Developed as a public-private partnership among UIC and ACC, the ARC was delivered in Fall 2019 after a 20-month construction process.
On-Campus Best Architecture: UIC Academic and Residential Complex – Campus-wide connection is reinforced through transparency between interior program spaces and the outdoor environment. Amenity spaces are highly visible and concentrated on the ground floor to promote and extend the community’s learning environment. The community’s facade and interiors echo the geometric architecture seen throughout campus, celebrating the university’s urban context while simultaneously maintaining a residential collegiate aesthetic.
“It’s an honor to be recognized alongside our innovative university partners for two communities, Manzanita Square and the UIC Academic and Residential Complex, that go above and beyond to create environments conducive to academic success and personal well-being for our students,” said Bill Bayless, CEO at ACC. “Our ACC team members across the country have remained focused on fulfilling our mission of putting students first and creating a place where they love living.”
Bayless gave the keynote address at the conference on Wednesday, July 14th at the JW Marriott in Austin, Texas. In total, ACC has been awarded 43 SHB Innovator Awards since 2013.
About American Campus Communities
American Campus Communities, Inc. is the largest owner, manager and developer of high-quality student housing communities in the United States. The company is a fully integrated, self-managed and self-administered equity real estate investment trust (REIT) with expertise in the design, finance, development, construction management and operational management of student housing properties. As of March 31, 2021, American Campus Communities owned 166 student housing properties containing approximately 111,900 beds. Including its owned and third-party managed properties, ACC’s total managed portfolio consisted of 207 properties with approximately 142,400 beds. Visit www.americancampus.com.
In addition to historical information, this press release contains forward-looking statements under the applicable federal securities law. These statements are based on management’s current expectations and assumptions regarding markets in which American Campus Communities, Inc. (the “company”) operates, operational strategies, anticipated events and trends, the economy, and other future conditions. Forward-looking statements are not guarantees of future performance and involve certain risks and uncertainties, which are difficult to predict. These risks and uncertainties that could cause actual results to differ materially from those expressed or implied in the forward looking-statements include those related to the COVID-19 pandemic, about which there are still many unknowns, including the duration of the pandemic and the extent of its impact, and those discussed in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K for the year ended December 31, 2020 under the heading “Risk Factors” and under the heading “Business – Forward-looking Statements” and subsequent quarterly reports on Form 10-Q. We undertake no obligation to publicly update any forward-looking statements, including our preleasing activity or expected full year 2021 operating results, whether as a result of new information, future events, or otherwise.
More than 12.6 million United States households adopted animals from March to December of last year, according to the American Pet Products Association, helping to propel an increase in visits and revenue to veterinary offices.
That heightened demand has drawn investors and others to the market for veterinary services. Landlords who might have spurned tenants associated with unpleasant odors and noise are more amenable to leasing to the clinics after a year when the vets paid their rent while other businesses fell behind. And architecture firms that specialize in the design of vet space are busier than ever.
Tech-savvy start-ups are promising a reinvention of the experience, with phone apps, round-the-clock telemedicine and boutique storefronts with refreshments (for pet owners).
The pet care business is riding a growth spurt: Morgan Stanley projected that it would be a $275 billion industry in 2030, up from $100 billion in 2019, with vet care the fastest-growing segment over the next decade.
“Ten years ago, there was a baby boom,” Arash Danialifar, the chief executive of GD Realty Group, a California company that has leased space to a veterinary start-up, said about the proliferation of shops selling children’s fashion. “Now, it’s all about pets.”
When Allegra Brochin and her boyfriend adopted Sprinkles, a feisty white Maltese, last year, they set about finding pet care.
“I immediately started looking,” said Ms. Brochin, 23, who works as a communications coordinator for Michael Kors in New York.
She saw ads for Bond Vet pop up on her Instagram feed, and when she took in Sprinkles for her shots, she was won over by the look and feel of the clinic, “especially when it’s for a pet you care about and feel responsible for,” she said.
Ms. Brochin is not alone in her devotion to her pandemic pet. More than 12.6 million households adopted animals from March to December of last year, according to the American Pet Products Association, helping to propel an increase in visits and revenue to veterinary offices, as new owners took pets in for their first checkup.
pet care business is riding a growth spurt: Morgan Stanley projected that it would be a $275 billion industry in 2030, up from $100 billion in 2019, with vet care the fastest-growing segment over the next decade.
“Ten years ago, there was a baby boom,” Arash Danialifar, chief executive of GD Realty Group, a California company that has leased space to a veterinary start-up, said about the proliferation of shops selling children’s fashion. “Now it’s all about pets.”
Small Door Veterinary recently announced it had raised $20 million and planned to go from a single location to 25 by 2025. The firm operates on a membership model, with 24/7 telemedicine and waiting areas with arched, white oak-paneled alcoves that give owners and their pets an intimate place to chill before appointments. Designed by Alda Ly Architecture, the clinics are rented storefronts of 2,000 to 3,000 square feet and cost about $1 million to kit out, said Josh Guttman, Small Door’s co-founder and chief executive.
Bond Vet, another New York start-up, models itself on CityMD clinics; it recently raised $17 million and now has six offices, including its first suburban location, in Garden City on Long Island.
Modern Animal, has an office in a high-end shopping district in West Hollywood, with three more to come in the city by year’s end and a dozen clinics in California by 2022, said the company’s founder and chief executive, Steven Eidelman.
new pet owners during the pandemic. Seventy-six percent of millennials own pets, according to a recent survey, and they are spending generously on their charges.
Terravet Real Estate Solutions, founded in 2016, now owns more than 100 buildings in 30 states, many of them housing practices owned by consolidators. For instance, Terravet owns the building housing CountryChase Veterinary Hospital in Tampa, Fla., and the American Veterinary Group, which operates practices across the South, owns the business.
Hound Properties, founded two years ago, has been buying buildings with an investor-backed fund. And Vetley Capital, started this year, has a portfolio of 20 buildings in nine states, most of them on the small side, ranging from 2,500 to 4,000 square feet and costing around $1 million, said Zach Goldman, the company’s founder and president.
The price of real estate has risen, but the returns are generally modest. “It’s the ultimate slow and steady income,” said Tripp Stewart, co-founder and chief executive of Hound Properties, who is also a practicing vet.
Despite the interest, there are obstacles to opening pet hospitals. Zoning sometimes limits their locations. In Pasadena, Calif., GD Realty had to request a zoning change for Modern Animal.
Because such businesses revolve around animal doctors, who are in demand as veterinary companies expand, there are shortages of vets in some parts of the country, according to the American Veterinary Medical Association.
The improvements in vet facilities are thus aimed not only at pets and their owners, but also at the doctors themselves, who can choose where they want to work.
“It used to be that when you went to a vet, it was a family vet who worked out of a kitchen in an old house,” said Dr. Stewart. “Today, you’re not going to attract new young vets to an old house.”
Back in 1998, bookstores in English-speaking Canada suddenly looked like their counterparts in France, with their windows and floor displays dominated not by novels or popular nonfiction but by dictionaries. More precisely, piles of the first edition of the Canadian Oxford Dictionary.
Katherine Barber, Who Defined Canadian English, Is Dead at 61]
When the article appeared online, it provoked a lot of Twitter conversation about Canadianisms, particularly over the correct term for underwear. In the first sentence of the obituary, I went with “gotchies,” which the first edition of the dictionary casts as the “diminutive of GOTCH.”
But many people had other ideas, including: ginch, gonch, ginches, gitch, gitchies and gaunch. (Forgive me if I missed some.)
Judy Gombita, a Torontonian who favors “gotchies,” finally offered this analysis: “So the word definitely BEGINS with a G and often ends with CH, but the in-between varies widely across English Canada’s regions.”
Letterkenny,” the streaming comedy series set in a fictional southern Ontario town, has taken that to new heights. While some of the (printable) terms used by its characters are standard hockey slang or Canadian English, like laneway and rez (for reserve), its writers have gone on to create their own fictional dialect.
article from Babble, an online language learning company, makes a compelling case that the fictional speech in Letterkenny is a “conlang” or constructed language like Newspeak in George Orwell’s “1984” or Nadsat, the mix of Russian and English that Anthony Burgess created for “A Clockwork Orange.”
As I wrote in Ms. Barber’s obituary, declining sales of print dictionaries mean that the Canadian Oxford has not been updated since its second edition was published in 2004.
Some, apparently younger, Twitter users posted that they had never heard some of the Canadianisms I included in the obituary. And while new Canadianisms have likely come along over the last 17 years, the fluidity of languages means that many others have just as probably fallen into obscurity. When I was growing up, the largest piece of furniture in my parents’ room that was devoted to sitting was the chesterfield. Its counterpart in my household is now getting new slip covers and no one has called it anything other than a sofa or a couch during the process.
There has been one update of sorts, however. Among the many sources Ms. Barber and her crew drew on was the Dictionary of Canadianisms on Historical Principles, which was published in 1967. It was a very different creature than the Canadian Oxford. Intended for scholars, it was essentially a collection of Canadian words going back to the arrival of English speakers in what became Canada rather than a general reference dictionary and a snapshot of Canadian English use, spelling and pronunciations at that time.
second edition of the Dictionary of Canadianisms appeared online. Its website is currently being updated, so it is currently only available in a less-than-ideal digital archived form at the moment.
Somehow, I never interviewed Ms. Barber. But her wit, good humor and enthusiasm always came through on the radio and on television. Her great passion was ballet and she was as well known in those circles as she was in the world of language.
But her sister, Martha Hanna, told me that Ms. Barber’s interest in language didn’t extend to crossword puzzles.
“She said: ‘I don’t want to spend my life thinking about how to answer these stupid questions,’” Ms. Hanna, herself a crossword enthusiast, said of Ms. Barber. “Perhaps she knew words too well to to find crosswords amusing.”
Canadian cities and towns are often impostors, doubling as other places around the world in movies and on television.
On Thursday, the Canadiens and the Maple Leafs met for the first time in a post season game since 1979. The Hab won 2-1, but I am not taking sides. Curtis Rush reports that the return of the playoff rivalry has been muted by pandemic restrictions. “Montreal is still known for its fashion and cuisine, flair and intimate quaintness, while diverse Toronto is known for its brashness, flashy skyline and economic clout,” he wrote. “Both fan bases claim they live in hockey’s mecca.”
A native of Windsor, Ontario, Ian Austen was educated in Toronto, lives in Ottawa and has reported about Canada for The New York Times for the past 16 years. Follow him on Twitter at @ianrausten.
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Little Island, developed by Barry Diller, with an amphitheater and dramatic views, opens on Hudson River Park. Opponents battled it for years.
I won’t dawdle over the mess that followed the island’s announcement. A real estate titan who had bones to pick with the Hudson River Park Trust supported a series of legal challenges. At one point, seeing no end in sight to the court fights, Diller backed out. A deal brokered by New York’s governor, Andrew M. Cuomo, ultimately rescued the project and also delivered public commitments to enhance protections for wildlife habitats and improve other parts of the four-mile-long, 550-acre Hudson River Park.
English garden follies — not least because Little Island can remind you more of a private estate than a city park. It’s clearly going to cost a king’s ransom to maintain, a burden the Hudson River Park Trust (which is to say the public) would have to bear absent other arrangements.
Fortunately, Diller has promised that his family foundation will pick up the tab for the next 20 years. That’s not forever, but it includes programming costs, Diller told me — until the programming (mostly free, not a moneymaker) can find nonprofit funding to “stand on its own.” He estimates he may end up spending $380 million all in — no doubt the largest private gift to a public park in the city’s history, maybe in the planet’s.
The other day I climbed to the topmost point on the island, a grassy crow’s nest with a 360 panorama. A lovely path shaded by dogwoods and redbuds, perfumed by woodland azaleas, snaked up the hillside. The views shifted from city to river, garden to grassland.
Heatherwick’s columns peek through a hill here or there, but you don’t really focus on them once you’re on the island, save for the great arch of giant tulip bulbs at the entrance, which required a year of tweaking to get the curves just right and to accommodate soil for Nielsen’s trees on top.
concerts, dance and children’s programs are planned to get underway this summer. Trish Santini, Little Island’s executive director, told me that her staff has been working closely with community organizations to ensure free and inexpensive tickets get into the hands of underserved groups and neighborhood schoolchildren. A second stage, called the Glade, at the base of a sloping lawn, tucked into the southeast corner of the park and framed by crape myrtle and birch trees, is custom made for kids and educational events. The main plaza, where you can grab a bite to eat and sit at cafe tables under canvas umbrellas, doubles as a third venue.
It’s on the route between the two gangways that link the island to Manhattan — and a stone’s throw from the High Line — so it’s sure to be mobbed. Santini also said the island will do timed reservations to prevent overcrowding. Little Island will need it, I expect. Two-plus acres is half the size of a city block.
sculpture by David Hammons, donated by the Whitney Museum of American Art to Hudson River Park, which traces in steel the outlines of bygone Pier 52.
North of Little Island, Pier 57 — where Google is leasing new quarters — will soon open community spaces, a food court and its roof deck to the public (City Winery is already up and running there). Piers 76 and 97 are also getting makeovers.
agreed with opponents who challenged reports by authorities over whether the project would inhibit the mating habits of juvenile striped bass.
This time environmental agencies determined that Little Island would cause no harm to fish, and the strategy didn’t work.
requirements for wheelchair accessibility are a design opportunity not a burden. I climbed back up the hill to the crow’s nest, and there she still was.
Huddled against a sunny morning gale, the mother duck was tending her eggs.
The ducklings, I learned, just hatched this week. They’ve started paddling in the river.
Maps by Scott Reinhard. Produced by Alicia DeSantis, Jolie Ruben and Tala Safie.
LOS ANGELES — In today’s world of celebrity branding, captions speak louder than words. But Naomi Osaka’s are decidedly understated.
“Keep on keeping on,” the 23-year-old tennis champion posted on Instagram under two on-court photos after making it through the fourth round of the Australian Open (which she went on to win).
For a slide show that began with a shot of the Metropolitan Museum of Art, whose Costume Institute Gala she will co-chair, in September: “oh we lit.”
Below a portrait of herself draped in Louis Vuitton and Nike (both sponsors of hers), simply: “yo.”
Her nonchalance, perhaps, is a way of guarding herself on social media, where many more loquacious celebrities have made unforced errors.
business is boomin’. Ms. Osaka is covering everything from ears to rears, making headphones with Beats, athleisure with Nike and denim with Levi’s. Dresses? She designed them with Adeam, a Japanese-American brand. Swimwear? She crafted a collection with Frankies Bikinis.
In April, she announced that she would serve as C.E.O. of her own company: Kinlò, a line of skin care made for people with melanated skin tones, produced with GoDaddy. According to Forbes, she made $37.4 million in endorsements and tournament prizes between May 2019 and May 2020, the most a female athlete has ever earned in a single year.
pain medication, watches (which Ms. Osaka also does, for Tag Heuer) and the ever-changing category of fast food. On a Monday in March, Ms. Osaka found herself in the Los Angeles test kitchen of the chain restaurant Sweetgreen, the Supreme of salad, trying to wrap her head around the notion that one of the restaurant’s dressings — rémoulade — would soon be disappearing from the menu.
“What’s in it that makes it seasonal?” Ms. Osaka said.
“The pickles,” said Katelyn Shannon, a research and development chef of Sweetgreen.
blog post Women Laughing Alone With Salad went viral. Most of those women were white; perhaps none of them compelled anyone to eat a salad (unironically, anyway).
“Representation is important,” said Ms. Osaka, who is Haitian and Japanese. (Part of the proceeds of a salad she designed for Sweetgreen — with baby spinach and tortilla chips, among other ingredients — will go toward nonprofits working to increase food access in Asian-American and Pacific Islander communities.)
this was a turning point: taking a stance increased her brand value. She shortly thereafter teamed up with Basic Space, an online swap meet for hype beasts (sample items for sale include a St. John coat and a Range Rover) to sell 500 masks designed by her 25-year-old sister, Mari. They sold out in 30 minutes, with proceeds going to UNICEF.
The Unsuspecting Player,” reaching $150,000. It is a Mangaesque imagining of a brown-skinned woman with a tennis racket and a cascade of pink hair not unlike a wig Ms. Osaka wore in a recent Instagram post.
“I’ve always felt like my sister knows me best,” Naomi Osaka said during an April interview on Clubhouse, the audio broadcasting app. “I’ve grown up watching her draw and do digital art and paintings, I always wanted to find a way to use my platform to showcase that.”
“Though maybe not exactly how I am,” she added, “she captured me well.”
It was Ms. Osaka’s first time on Clubhouse, and she did not hide her bemusement when the volume of Mari’s audio dwarfed her own. “I’m literally right next to my sister, so I don’t get why I have a bad connection and she doesn’t,” she said.
Many of her brand partnerships involve Mari. They collaborate on sketches for clothing Ms. Osaka designs with her fashion sponsors, like an upcoming capsule collection with Levi’s. “I draw really badly, she can make it look good,” Ms. Osaka said. “She’s able to interpret. Sometimes we don’t even have to talk for her to understand what I’m thinking.”
Before the pandemic, Ms. Osaka visited the Levi’s workshop in West Hollywood to conceptualize the pieces, which include an obi-inspired bustier and denim shorts with crystal fringe. When in-person meeting became impossible, she went on Zoom, signing off on 10 designs before they went into production.
“As a little kid, I would watch ‘America’s Next Top Model’ and ‘Project Runway,’ and those were sort of scratching the surface of what goes on behind the scenes,” she said. At Levi’s, she said, she could see the process, “how technical they are about buttons and cutting fabric.”
Far from the celebrity sponsorship model of yore, in which stars of syndicated TV shows claim to color their own hair at home, Ms. Osaka does not want to work with a company unless she’s learning on the job.
As companies scurry to make up for decades of underrepresentation of races other than white, Ms. Osaka is aware that she may seem like the golden ticket.
“I don’t just want to be a figurehead, or someone used,” she said. “If I’m with a brand, I want it to be from my heart instead of just trying to promote a message, just for money.”
Surely, some thirsty brands have offered some pretty sweet deals?
Ms. Osaka laughed. “That’s really a him question,” she said, gesturing at Stuart Duguid, her agent and manager.
“She’s not taking incoming calls,” he said.
Back in the test kitchen, Ms. Osaka had cast herself, convincingly, as student in salad master class, asking about the pros and cons of various greens, what ingredients go together, watching and learning as Mr. Ru, the Sweetgreen co-founder, demonstrated the proper way to mix with tongs “You’ve got to do the twist,” he said, flipping his wrist.
Upstairs, in a makeshift conference room, she photographed a mood board taped to a concrete wall. She gazed at the unfinished ceiling and a rattling screen window. “Really pretty architecture,” she said, sincerely. . Many celebrities are more keen on checking their texts than looking around the room. That’s not Ms. Osaka, or her brand.
“I’m very curious about a lot of things,” she said. “Being curious is one of the happinesses of life, because if you’re not curious, that means you’re sort of settled. I feel really humbled, that I play tennis but I’m able to have all these new experiences and opportunities, like getting to make a salad here. I don’t think a lot of people can say that.”
“I’m really good at tennis,” she added, “but I’d like to be really good at other things, too.”
NOTTINGHAM, England — Hilary Silvester still recalls the moment she first saw the Broadmarsh Center, a bleak 1970s shopping mall that symbolized Nottingham’s modernization in a scorned architectural era but is now being consigned to history.
“To be honest, I started to cry,” said Ms. Silvester, executive chairwoman of the Nottingham Civic Society, describing how the center created a giant wall across the city, obliterating the familiar skyline behind. “I couldn’t see one building that I recognized.”
Main streets and malls across Europe are in retreat, with retail stores closing right and left, and when it is bulldozed completely, this aging, unloved edifice will become a symbol of that decline. While retailers were already fighting a losing battle against online competition, the coronavirus pandemic has accelerated the trend, scuppering any chance of replacing the Broadmarsh with another mall.
So in a preview, perhaps, of what many cities throughout the world may soon face, Nottingham is mulling what to do with this soon-to-be gaping hole at its core. And at the heart of that debate lies an intriguing question: Should the city of the future look more like the past?
hilltop castle, elegant Georgian streets and a hidden maze of around 500 sandstone caves, some dating to the Middle Ages.
Bath, look at York, you look at the visitor traffic they are getting,” said Ms. Blair-Manning, referring to English cities that have long been tourist magnets. She added that Mr. Rogan’s ideas “would make complete and utter sense if you were building something that actually was focused on heritage tourism.”
Others are not so sure. David Mellen, the leader of Nottingham City Council, favors a blend of living space and green areas, with cafes and some shops. The lease on the Broadmarsh was handed back to the council when plans for a new mall collapsed, but the site will still have to generate income.
Mr. Mellen favors drawing more tourists to the city’s unusual network of caves, which include Britain’s only medieval underground tannery and were often carved into the sandstone as cellars and used over the centuries for everything from store rooms and dwellings to factories and air raid shelters. But he isn’t convinced about readopting the old street pattern.
“Cobbles were there for a purpose at that particular time,” he said. “You can’t go back to the past unless you are in some kind of theme park, and we are not a theme park, we are a core city of the U.K.”
Greg Nugent, who leads an advisory committee on the redevelopment, likes the idea of creating a symbolic link to Sherwood Forest but is also cautious about readopting the old street plan.
“I like it but I’d want it to be based on more than ‘Let’s bring those streets back,’” he said. “I think there’s a bigger idea in there.”
With so much empty space concentrated in the center of Nottingham, he sees an unrivaled opportunity for the city to steal a march on rivals coping with the decline of central malls and main streets. One option might be to devote part of it to businesses working on the green technologies of the future, said Mr. Nugent, who was the director of the organizing committee of the London 2012 Olympic Games.
“I think there is a beginning of a renaissance for Nottingham,” he said. “It’s a really interesting city, very creative — it has a bit of an attitude. It’s not London, it’s not Manchester, it’s got a certain bravery about it.”
Perhaps that was not best reflected in the Broadmarsh, which — never mind the architecture — always had to play second fiddle to the Victoria Center, a more upmarket competitor nearby.
Inside the demolition zone, the Broadmarsh feels like a time capsule. Movie posters still hang on the wall of one empty store that sold videos, music and books. “Open for shoppin’” reads the mural not far from a disconnected A.T.M. surrounded by building debris.
Beneath this area builders have discovered one ancient burial site, and Georgian and Victorian brickwork can be seen in an area close to some of the city’s caves.
Mr. Nugent’s committee should have completed its work by the summer, and at least everyone agrees what should not replace the Broadmarsh. “In our consultation with the public we have had over 3,000 individual responses and there’s nobody who’s come and said, ‘We’d like another shopping center please,’” Mr. Mellen said.
Finding an alternative that will satisfy a sometimes rebellious city like Nottingham might prove harder, however. Mr. Nugent muses that in the 1970s, at a time when going shopping became a sort of British religion, the Broadmarsh was a sort of cathedral.
“What we all need to do now is work out what we will worship next, into this new decade and century,” he said. “That is the code that we have to crack, and it’s exciting that Nottingham gets to start this.”
Art Gensler, an architect and entrepreneur who turned a small San Francisco architecture firm into one of the largest in the world, with projects spanning the globe, died on May 10 at his home in Mill Valley, Calif. He was 85.
His death was confirmed by Kimberly M. Beals, a spokeswoman.
Mr. Gensler’s most prominent works include the terminals at the San Francisco International Airport and Shanghai Tower, a twisting glass structure that is China’s tallest skyscraper and the second-tallest building in the world, at 632 meters, or 2,073 feet. (The tallest is Burj Khalifa in Dubai, at 2,717 feet.)
Among the firm’s other projects are the 32-story Tower at PNC Plaza in Pittsburgh; the Banc of California Stadium, home of the Major League Soccer expansion team the Los Angeles Football Club; and the Westin DEN Hotel and Transit Center in Denver, combining a transportation hub with airport connections, an open-air plaza and a hotel suggestive of a giant wing about to take flight.
L’Oréal, which commissioned Gensler to design the interior of its 10-floor U.S. headquarters in the new Hudson Yards development in Manhattan.
Mr. Gensler and his wife, Drue Gensler, founded M. Arthur Gensler Jr. & Associates in San Francisco in 1965, teaming up with a business partner, James Follet. The practice started in a one-room office with just $200 in the bank, by the firm’s account.
The firm grew exponentially, ultimately employing thousands of people at offices in 50 cities around the world. The firm’s revenue exceeded $1.5 billion in 2019.
1994 interview with The New York Times, he said his secret to attracting talent was that he had enough self-confidence to hire people smarter than he was.
“I get as much joy out of seeing one of the people I’ve picked do extremely well as I do seeing a building I’ve done,” he said.
WASHINGTON — Lawmakers have unleashed more than $5 trillion in relief aid over the past year to help businesses and individuals through the pandemic downturn. But the scale of that effort is placing serious strain on a patchwork oversight network created to ferret out waste and fraud.
The Biden administration has taken steps to improve accountability and oversight safeguards spurned by the Trump administration, including more detailed and frequent reporting requirements for those receiving funds. But policing the money has been complicated by long-running turf battles; the lack of a centralized, fully functional system to track how funds are being spent; and the speed with which the government has tried to disburse aid.
The scope of oversight is vast, with the Biden administration policing the tail end of the relief money disbursed by the Trump administration last year in addition to the $1.9 trillion rescue package that Democrats approved in March. Much of that money is beginning to flow out the door, including $21.6 billion in rental assistance funds, $350 billion to state and local governments, $29 billion for restaurants and a $16 billion grant fund for live-event businesses like theaters and music clubs.
The funds are supposed to be tracked by a hodgepodge of overseers, including congressional panels, inspectors general and the White House budget office. But the system has been plagued by disagreements and, until recently, disarray.
released a scathing report accusing other Treasury officials of blocking him from conducting more extensive investigations.
Mr. Miller was selected to oversee relief programs managed by the Treasury Department, but the agency’s officials believed his role was to track only a $500 billion pot of money for the Federal Reserve’s emergency lending programs and funds for airlines and companies that are critical to national security. Mr. Miller said that Treasury officials were initially cooperative during the Trump administration, but that after the transition to the new administration started, his access to information dried up.
After Mr. Miller’s requests for program data were denied, he appealed to the Justice Department’s Office of Legal Counsel, which ruled against him last month. His team of 42 people has been left with little to do.
Economic Injury Disaster Loans. But federal oversight experts and watchdog groups say the exact scale of problems in the $2 trillion bipartisan stimulus relief bill in March 2020 is virtually impossible to determine because of insufficient oversight and accountability reporting.
Mr. Miller has been pursuing cases of business owners double dipping from various pots of relief money, such as airlines taking small-business loans and also receiving payroll support funds. The Small Business Administration’s inspector general said last year that the agency “lowered the guardrails” and that 15,000 economic disaster loans totaling $450 million were fraudulent.
The Government Accountability Office also placed the small-business lending programs on its “high risk” watch list in March, warning that a lack of information about the recipients of aid and inadequate safeguards could lead to many more problems than have been reported. The report identified “deficiencies within all components of internal control” in the Small Business Administration’s oversight and concluded that officials “must show stronger program integrity controls and better management.”
proposal to revamp many, but not all, of its procedures.
Oversight veterans and some lawmakers say they want to see a more cohesive approach and more transparency from the Biden administration.
“It is just staggering how little oversight there is,” said Neil M. Barofsky, who was the special inspector general for the Troubled Asset Relief Program from 2008 to 2011. “Not because of the fault of the people who are there, but because of the failure to empower them and give them the opportunity to do their jobs.”
Senator Elizabeth Warren, Democrat of Massachusetts, said she had pushed hard for more oversight last year because she believed that Trump administration officials had conflicts of interest. Despite improvements, she said, the Biden administration could be doing more.
“I kept pushing for more oversight — we got some of it, but not all of what we need,” Ms. Warren said. “We are talking hundreds of billions here.”
She added: “The Biden administration is definitely doing better, but there’s no substitute for transparency and oversight — and we can always do better.”
programs intended to speed $25 billion for emergency housing relief passed last year.
Watchdog groups are wary that speed could sacrifice accountability.
Under Mr. Trump, the Office of Management and Budget, which is responsible for setting policy in federal agencies, refused to comply with all the reporting requirements in the 2020 stimulus that called for it to collect and release data about businesses that borrowed money under the small-business lending programs.
To some observers, Mr. Biden’s budget office has not moved quickly enough to reverse the Trump-era policy. Instead, Mr. Sterling’s team is working on a complex set of benchmarks — tailored to individual programs included in the $1.9 trillion relief bill — which will be released one by one in the coming months.
stymied by disagreements about a program to prop up struggling state and local governments.
Its legally mandated report to Congress was delayed for weeks, and a member of the panel, Bharat Ramamurti, accused his Republican colleagues of stalling the group’s work. Mr. Ramamurti has since left to work for the Biden administration, and the five-person panel now has three commissioners and no chair. Its latest report was only 19 pages.
Helmut Jahn, a German-born architect who designed buildings around the world but was most influential in his adopted hometown, Chicago, where he conceived of an extravagant downtown home to state government and the United Airlines terminal at O’Hare International Airport, died on Saturday in a traffic accident near the horse farm where he lived, in St. Charles, Ill. He was 81.
His wife, Deborah (Lampe) Jahn, confirmed the death. He had been riding his bicycle in suburban Campton Hills when he was struck by two cars that were heading in opposite directions. A news release from the local police department said that Mr. Jahn failed to brake at a stop sign.
A modernist who began a long flirtation with postmodernism in the 1970s, Mr. Jahn (pronounced “yahn”) designed the Xerox Center, an elegant 45-story office tower with a glass and aluminum curtain wall, a rounded corner and a two-story streetfront that undulates inward that opened in 1980 in Chicago’s Loop.
Philip Johnson called Mr. Jahn “a genuine genius” and “a comet flashing in the sky,” although he added, “I don’t know about him yet.”
At the time, construction of Mr. Jahn’s futuristic design of the State of Illinois Center — a government and retail complex — was nearly complete in the middle of the Loop. The facade is a mix of reflective bluish-turquoise glass; inside, the circular atrium has a mix of salmon-colored and blue metal panels. Multicolored granite lines the base.
In his 1985 review in The New York Times, the architecture critic Paul Goldberger said that the complex’s “squat form, which swoops around one corner in a 16-story-high curve, is one part Pompidou Center, one part Piranesi and one part kitsch 1950s revival. He added, “It is not surprising that it has left even this relatively sophisticated city breathless.”
Reaction to Mr. Jahn’s buildings in Chicago ranged from “dazzling” to the critical observation that it was “unrelated to anything else in the whole of Western civilization.”
Eero Saarinen’s early-1960s designs for Dulles International Airport in Washington and the T.W.A. Flight Center at Kennedy International Airport in New York.
Helmut Jahn was born on Jan. 4, 1940, in Nuremberg, Germany, and grew up in a nearby suburb. His father, Wilhelm, was a special-education teacher. His mother, Lena (Werth) Jahn, was a homemaker.
As a boy, Helmut loved drawing and painting, but he aspired to be an airline pilot. “But he wasn’t very good at languages, which disqualified him to be a pilot for Lufthansa,” his wife said, “so he chose architecture because it involved a lot of drawing.”
After graduating from the Technische Hochschule in Munich, he earned a master’s degree from the Illinois Institute of Technology College of Architecture. After he graduated in 1967, he was hired by Gene Summers, formerly the right-hand man to the modernist giant Ludwig Mies van der Rohe, at the venerable Chicago architectural firm C.F. Murphy Associates.
But five years later the roof collapsed in a rainstorm.
The failure was found to have been caused by the fracture of high strength bolts that helped suspend the roof.
In 1981, Murphy Associates became Murphy/Jahn; Mr. Jahn became the firm’s president a year later and acquired it in 1983. It was renamed Jahn in 2012.
After designing the State of Illinois Center (which would be renamed the James R. Thompson Center, for the Illinois Republican governor who backed it), Mr. Jahn worked with Donald J. Trump to design a 150-floor tower that would have been the centerpiece of a megacomplex on the West Side of Manhattan called Television City.
That plan never came to fruition, and the site later became a pared-down development called Riverside South.
Mr. Jahn’s other projects in Manhattan included the 70-story CitySpire in Midtown, behind City Center, and 425 Lexington Avenue, which the architecture critic Carter Horsley dismissed in The City Review in 1987 for its “Roto-Rooterized top,” which he said looked like a “squished foil to the irrepressible upward thrust of the Chrysler Building just across 43rd Street.”
Joe and Rika Mansueto Library at the University of Chicago (2011), with an elliptical, 40-foot-high dome that covers a 180-seat reading room and an underground automated storage and retrieval system.
Writing in The Chicago Tribune, the critic Blair Kamin called the library a “convention-busting marvel” that “students seem to love because it lets natural air pour inside, liberating them from the university’s dimly lit reading rooms.”
Mr. Jahn was working on designs until the end of his life.
“He was so possessed with getting his work done,” Mrs. Jahn said by phone. “He was just a one-man show. He had so many ideas in his head.”
In addition to his wife, whom he met when she was the interior designer for McCormick Place, Mr. Jahn is survived by his son, Evan, a partner in the firm; two granddaughters; and a brother, Otmar.
Earlier this month, Gov. J.B. Pritzker’s administration accelerated the process, sending developers a request for proposals to sell the building, whose upkeep has been deemed too costly.
Last year, Mr. Jahn offered a proposal to save the building by adapting it to create new offices, a hotel and apartments, and building an office tower on the southwest corner of West Randolph and North LaSalle Streets. He also proposed removing the building’s front doors and turning the enormous atrium into a covered outdoor space.
“A demolition and replacement would not only take a long time but seeks high density without considering public benefits,” he wrote in his proposal. We need not more bigger buildings, but buildings which improve the public space.”