In 2012, the NGO Committee on Spirituality, Values and Global Concerns recognized her efforts, awarding her its “Spirit of the U.N.” award.
Influenced by the shamanic teachings of Carlos Castaneda and others, her activism could veer toward the mystical, which somehow seemed appropriate, given Ms. Kraft’s interests in all things magical and colorful growing up.
Pamela Ann Kraft was born on Oct. 31, 1943, in Dover, N.J., to William Kraft, an Army veteran who worked at Picatinny Arsenal in Wharton, N.J., and Ida Kraft, a homemaker. As a child, Pamela loved making art and taking flights of fancy — she used to say that she believed her mother and aunts had been witches in a previous life.
Her creative interests led her to study fine art at Douglass College, a women’s college affiliated with Rutgers University, where she received a bachelor’s degree in fine art in 1965.
At Douglass, Ms. Kraft became a friend and muse to the artist Robert Watts, a professor there who introduced her to Fluxus, the international anti-art movement that balanced a revolutionary ethos with a spirit of cheeky fun and that attracted such artists as George Brecht, Nam June Paik, and Yoko Ono. Ms. Kraft appeared in multiple film and photography projects by Mr. Watts, including “89 Movies (Unfinished)” (1965), which was shown at the Museum of Modern Art in 1970.
Before long, Ms. Kraft made her way to New York City, settling in a spacious loft on West 28th Street in Manhattan’s flower district and working as a waitress at Max’s, a star-studded nexus of the city’s rock and art scenes.
“That first time I walked into Max’s it was like a strange dream of the most wonderful people that you loved in the art world all sitting in the same restaurant,” Ms. Kraft was quoted saying in the 1998 book “High on Rebellion: Inside the Underground at Max’s Kansas City,” by Yvonne Sewall-Ruskin. “It was a dream come to life. You had a sense of the absurd given to you in material form.”
“Not being able to have a flexible deal was making the business unsustainable,” Mr. Perillo said.
The landlord of his best store, Premier Equities, declined to comment on its dealings with Dr Smood. But property records show that Premier had amassed a big debt on the building that housed the store, which may have factored into its decision.
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In 2014, Premier Equities paid $11.25 million for the building, financing the purchase with a $9 million mortgage. In 2017, Premier borrowed another $5 million against the building, the records show. Premier also declined to comment on the debt.
Some property owners have deeper pockets than others, and in big office buildings where retail income makes up a small fraction of overall rent, landlords are not hurting as badly because corporations, law firms and other tenants are still paying rent. These landlords can offer rent deals for longer to keep their properties looking lively.
Mark Strausman, a noted chef, went ahead last fall with plans for a new restaurant, Mark’s Off Madison. He could do so in part because his landlord, Rudin Management, is not charging him rent, except for the first month’s payment.
Nonetheless, the restaurant is losing money. But, Mr. Strausman said, “I don’t believe that after all of this, people want to stay home and cook.”
William C. Rudin, Rudin’s chief executive, said he wanted the restaurant to stay open in part so that employees in the offices above might feel better about returning. Mr. Rudin said he believed in Mr. Strausman’s vision but had not decided how long to keep waiving the rent. “Luckily, this is a small percentage of our portfolio, so it hasn’t impacted us, but for small owners, these are very difficult decisions to make,” Mr. Rudin said.
For half a century, through war, anarchy and upheaval, Afghanistan has been stripped of tens of thousands of Buddhist and Hindu antiquities, some dating back more than 1,800 years.
Many of those items entered the Western market in the 1990s and early 2000s, St John Simpson, a curator at the British Museum, told The New York Times last month. “And all of those,” he said, “were almost certainly illegally exported or stolen.”
On Monday, 33 of those antiquities, valued at $1.8 million, were handed over to the Afghan ambassador, Roya Rahmani, by the Manhattan district attorney’s office and the Department of Homeland Security, at a ceremony in New York.
The artifacts were part of a hoard of 2,500 objects valued at $143 million seized in a dozen raids between 2012 and 2014 from Subhash Kapoor, a disgraced Manhattan art dealer currently jailed in India on smuggling and theft charges.
Buddhas of Bamiyan, a pair of enormous carvings,in 2001. In the face of near-universal condemnation, officials dynamited the works, which stood in tall niches hewed from a sheer sandstone cliff.
The objects repatriated on Monday will be housed in the National Museum in Kabul. Afghan officials have said they were confident they could now safeguard their museums and cultural institutions against plunder and smuggling.
According to UNESCO, “the Afghan authorities have taken important steps” to prevent the theft, smuggling and desecration of cultural objects. Those steps include a separate new police force tasked with protecting cultural sites, up-to-date museum security systems, and educational campaigns aimed at convincing anyone who finds lost or forgotten relics to turn them over to the government.
Matthew Bogdanos, said that over the past decade, it has recovered several thousand stolen antiquities collectively valued at more than $175 million, from more than a dozen nations.
Since August, the unit has overseen the return of 338 objects to seven nations, among them Nepal, Sri Lanka, Egypt and Pakistan, with more to be sent back once the countries involved resolve travel and transport issues related to the pandemic.
Crimes involving looted and stolen religious relics, Mr. Vance said, “not only tear at the societal fabric of nations but also deprive millions of believers worldwide of the earliest sacred symbols of their faith.”
The marble idol was carved as many as 6,000 years ago, a 9-inch-tall female figure with a sleek, abstract form, its head tilted slightly upward as if staring into the firmament.
By the 1960s the idol had been transported to the United States, where it was in the possession of the court tennis star and art collector Alastair Bradley Martin and his wife, Edith, and known as “The Guennol Stargazer.”
Christie’s listed the stargazer for sale in 2017, drawing the attention of the Turkish government, which asked for the auction to be halted.
The Turkish government then sued Christie’s, saying the idol had been looted. The government asked the court to find that it is the rightful owner of the idol and cited the 1906 Ottoman Decree, which asserts broad ownership of antiquities found in Turkey. But the auction proceeded and the idol fetched a price of $14.4 million, before the unidentified buyer backed away.
agreed to return a collection known as the Lydian Hoard, which included more than 200 gold, silver and bronze objects from the reign of King Croesus of Lydia, a kingdom in western Asia Minor that flourished in the seventh and sixth centuries B.C.
And in 2012, the government of Turkey asked museums in Los Angeles, New York and Washington to turn over dozens of artifacts it said were looted from the country’s archaeological sites.
It is generally accepted that the item at issue in the lawsuit originated in Kulaksizlar, the home of the only workshop known to have produced the stargazers. The figures were so-called because of the angle at which a large head rests on a thin neck, Christie’s said in an online description, creating “the whimsical impression of the figure staring up at the heavens.”
When the Guennol Stargazer was first listed for auction, Christie’s said it was “considered to be one of the most impressive of its type known to exist,” adding that it had been on loan at the Metropolitan Museum of Art at various periods from 1966 to 2007.
The Turkish government said that one of its witnesses, Neil Brodie, a senior research fellow in the School of Archaeology at the University of Oxford, would provide “comprehensive scientific evidence” for his conclusion that the idol was almost certainly found in Turkey.
for part of the Lydian Hoard. (The museum’s former director, Thomas Hoving, once referred to Klejman as among his “favorite dealer-smugglers.”)
Christie’s and Steinhardt have maintained that the Turkish government cannot prove ownership of the idol under the 1906 decree because it has “no direct evidence of where or when the Stargazer Idol was found, excavated or exported: it has no witnesses to the excavation or export and no photographs.”
The defendants also have said that Turkey knew about the presence of the idol in New York as early as 1992 but did not act on that knowledge.
“Turkey’s 25-year delay in making its claim baited the trap for dealers, collectors and auction houses,” defense lawyers said in court papers. “And set them up for huge losses when Turkey claimed the Idol only after it came up for sale at a major auction house.”
Roughly 17.3 percent of all office space in Manhattan is available for lease, the highest proportion in at least three decades. Asking rents on the island have dropped to just over $74 a square foot, from nearly $82 at the beginning of 2020, according to a recent report by the real estate services company Newmark. Elsewhere, asking rents have largely stayed flat from a year ago, including in Boston and Houston, but have climbed slightly in Chicago.
The Japanese clothing brand Uniqlo, whose United States headquarters are in Manhattan’s SoHo neighborhood, recently relocated to another office building nearby, an open layout with tables designed for its work force of 130 people who will come into the office only a few days a week. Many of its office workers will keep working remotely after the pandemic, while some employees, like those in the marketing department, will hold meetings occasionally in SoHo.
“As a leader, it has been challenging because meeting people face-to-face is so important,” said Daisuke Tsukagoshi, the chief executive of Uniqlo USA. “However, since we are a Japanese company with global reach, the need for remote collaboration among many centers has always been part of our culture.”
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The stock prices of the big landlords, which are often structured as real estate investment trusts that pass almost all of their profit to investors, trade well below their previous highs, even as the wider stock market and some companies in other industries like airlines and hotels that were hit hard by the pandemic have hit new highs. Shares of Boston Properties, one of the largest office landlords, are down 29 percent from the prepandemic high. SL Green, a major New York landlord, is 26 percent lower.
Fitch Ratings estimated that office landlords’ profits would fall 15 percent if companies allowed workers to be at home just one and a half days a week on average. Three days at home could slash income by 30 percent.
Senior executives at property companies claim not to be worried. They argue that working from home will quickly fade once most of the country is vaccinated. Their reasons to think this? They say many corporate executives have told them that it is hard to effectively get workers to collaborate or train young professionals when they are not together.
Spotify’s headquarters in the United States fills 16 floors of 4 World Trade Center, a towering office building in Lower Manhattan that was the first to rise on the site of the 2001 terror attacks. Its offices will probably never be full again: Spotify has told employees they can work anywhere, even in another state.
A few floors down, MediaMath, an advertising tech company, is planning to abandon its space, a decision fueled by its new remote-work arrangements during the pandemic.
In Midtown Manhattan, Salesforce, whose name adorns a 630-foot building overlooking Bryant Park, expects workers to be in the office just one to three days a week. A nearby law firm, Lowenstein Sandler, is weighing whether to renew its lease on its Avenue of the Americas office, where 140 lawyers used to work five days a week.
“I could find few people, including myself, who think we are going to go back to the way it was,” said Joseph J. Palermo, the firm’s chief operating officer.
sparked an extraordinary exodus of workers from office buildings, what had seemed like a short-term inconvenience is now clearly becoming a permanent and tectonic shift in how and where people work. Employers and employees have both embraced the advantages of remote work, including lower office costs and greater flexibility for employees, especially those with families.
Beyond New York, some of the country’s largest cities have yet to see a substantial return of employees, even where there have been less stringent government-imposed lockdowns, and some companies have announced that they are not going to have all workers come back all the time.
In recent weeks, major corporations, including Ford in Michigan and Target in Minnesota, have said they are giving up significant office space because of their changing workplace practices, while Salesforce, whose headquarters occupies the tallest building in San Francisco, said only a small fraction of its employees will be in the office full time.
But no city in the United States, and perhaps the world, must reckon with this transformation more than New York, and in particular Manhattan, an island whose economy has been sustained, from the corner hot dog vendor to Broadway theaters, by more than 1.6 million commuters every day.
to return in early May, in part as a signal to other employers that filling New York’s buildings is a key to its recovery.
“This is an important step for the city, and it’s another important step on the way to the full recovery of New York City,” Mr. de Blasio said.
Still, about 90 percent of Manhattan office workers are working remotely, a rate that has remained unchanged for months, according to a recent survey of major employers by the Partnership for New York City, an influential business group, which estimated that less than half of office workers would return by September.
Across Midtown and Lower Manhattan, the country’s two largest central business districts, there has never been more office space — 16.4 percent — for lease, much higher than in past crises, including after the Sept. 11 terror attacks in 2001 and the Great Recession in 2008.
As more companies push back dates for returning to offices and make at least some remote work a permanent policy, the consequences for New York could be far-reaching, not just for the city’s restaurants, coffee shops and other small businesses, but for municipal finances, which depend heavily on commercial real estate.
Sarah Patellos, who is on Spotify’s music team, has been working from a dining room table in Truckee, Calif., a mountain town near Lake Tahoe where she has spent most of the past year after flying there for a weekend trip in March 2020 and getting stuck because of government-imposed lockdowns.
on CNBC. “As for everyone working from home all the time, there is also zero chance of that.’’
from the $1.9 trillion federal stimulus package: $5.95 billion in direct aid and another $4 billion for schools, a City Hall spokeswoman said.
While that addresses immediate needs, the city still faces an estimated $5 billion budget deficit next year and similar deficits in the following years, and a changing work culture could hobble New York’s recovery.
The amount of office space in Manhattan on the market has risen in recent months to 101 million square feet, roughly 37 percent higher than a year ago and more than all the combined downtown office space in Los Angeles, Atlanta and Dallas. “This trend has shown little signs of slowing down,” said Victor Rodriguez, director of analytics at CoStar, a real estate company.
At least one industry, however, is charging in the opposite direction. Led by some of the world’s largest companies, the technology sector has expanded its footprint in New York during the pandemic. Facebook has added 1 million square feet of Manhattan office space, and Apple added two floors in a Midtown Manhattan building.
And the surge in available commercial real estate has actually been a boon for some new businesses that have been able to find spaces at rents that are lower than they were before the pandemic.
“I’ve seen the obituary for New York City many times,” said Brian S. Waterman, the executive vice chairman of Newmark, a commercial real estate services firm. “The office reboarding will start to occur in May, June and July, and you are going to have a much fuller occupancy once we hit September.”
rally behind an idea that seemed unthinkable before the pandemic: converting distressed office buildings in Manhattan into low-income housing.
The record vacancy rate has been driven by companies across almost all industries, from media to fashion, that have discovered the advantages of remote work.
Beside the cost savings of operating a scaled-down office or no office at all, modern technology and communications have allowed workers to stay connected, collaborate from afar and be more productive without lengthy commutes. Parents are also clamoring for more flexibility to care for their children.
“We believe that we’re on top of the next change, which is the Distributed Age, where people can be more valuable in how they work, which doesn’t really matter where you spend your time,” said Alexander Westerdahl, the vice president of human resources at Spotify, the Stockholm-based streaming music giant that has 6,500 employees worldwide.
For now, Spotify does not plan to reduce its New York footprint, but as of February, the company told its United States employees — 2,100 of whom had worked at the Manhattan office — that they could work from pretty much anywhere.
“The change is mainly driven by globalization and digitalization, and our tools are much, much better at allowing for people to work from anywhere,” Mr. Westerdahl said.
Remote work, of course, is not without significant downsides.
The blurry lines that already existed between work and personal life have been all but obliterated during the pandemic. Without the time spent commuting in the morning and at night, people are logging on to work earlier in the day and staying connected later into the night.
And despite modern technology and video conferencing capabilities, companies are struggling to foster workplace cultures and make employees, especially new hires, feel welcome and part of a team.
Those concerns have weighed heavily on executives at Kelley Drye, a law firm founded in 1836 in New York, which is moving from Park Avenue near Grand Central Terminal to 3 World Trade Center in Lower Manhattan.
“Zoom and Teams are great,” said Andrea L. Calvaruso, a lawyer who is the chair of the firm’s trademark and copyright group, but she added that “there’s no substitute for sitting down in a beautiful new collaborative and working together without distractions.”
But Ms. Patellos, despite being unprepared after being stuck in California — she had to buy a keyboard and monitor — soon found herself connecting with colleagues all over the world just as she had in her New York office.
“I fell into a rhythm,” said Ms. Patellos, who is still deciding where to eventually move. “I maintained a bit of East Coast hours, starting my days a little earlier and ending a bit earlier. Before I knew it, it became the norm and a routine.”
Late in March, Gregg Lemkau, the longtime co-head of investment banking and an executive who was widely considered a potential Goldman C.E.O., sent a Twitter post about getting up during the wee hours to work remotely from his home in Hawaii, which is six hours behind New York.
He soon got a call from Mr. Solomon, who was not pleased with the perception of the message, say three people with knowledge of the call. The two executives argued, those people said, over whether Mr. Lemkau should return to New York. They settled their differences and Mr. Lemkau stayed put for two months before flying back. In mid-November, Mr. Lemkau, then 51, announced plans to retire from Goldman to become chief executive of the family investment office of Michael Dell, the billionaire founder of the computer company.
“The reaction was overwhelming,” said Mr. Lemkau in a podcast weeks later. The memories colleagues shared, he said, underscored how his treatment of other people had defined him. “Not the big deals I did, not anything formal I did, but the little things that you did that made a difference in their lives,” he reflected, “it sort of makes you feel like, ‘Damn, I’m glad it was worth doing all that stuff.’”
Mr. Lemkau has told people privately that his departure had nothing to do with his tiff with Mr. Solomon.
The exodus picked up steam this year. Last month, Michael Daffey, who had led the global markets division, retired.
Then, this week, Eric S. Lane, co-head of the firm’s asset-management business and also viewed as a contender for the Goldman C.E.O. role, took a senior role at a large hedge fund. Karen Patton Seymour, the firm’s general counsel since 2019, also left, and plans to return to her former law firm, according to internal emails. All were members of the management committee, and all but Ms. Seymour had long tenures at the firm. Around the same time, Omer Ismail, head of Goldman’s Marcus consumer business, left to run a new financial-technology venture that has been seeded by Walmart, taking a deputy who had overseen the firm’s Apple credit card partnership along with him.