The slump in the number of people heading to the shops during Boxing Day sales signals a return to declining pre-pandemic levels, an analyst has said. Boxing Day shopper footfall was down 7.9% from last year across all UK retail destinations up until 5pm, MRI Software’s OnLocation Footfall Index found. However, this year’s data had been compared with an unusual spike in footfall as 2023 was the first “proper Christmas” period without Covid-19 pandemic restrictions, an analyst at the retail technology company said. It found £4.6 billion will be spent overall on the festive sales. Before the pandemic the number of Boxing Day shoppers on the streets had been declining year on year. The last uplift recorded by MRI was in 2015. Jenni Matthews, marketing and insights director at MRI Software, told the PA news agency: “We’ve got to bear in mind that (last year) was our first proper Christmas without any (Covid-19) restrictions or limitations. “Figures have come out that things have stabilised, we’re almost back to what we saw pre-pandemic.” There were year-on-year declines in footfall anywhere between 5% and 12% before Covid-19 restrictions, she said. MRI found 12% fewer people were out shopping on Boxing Day in 2019 than in 2018, and there were 3% fewer in 2018 than in 2017, Ms Matthews added. She said: “It’s the shift to online shopping, it’s the convenience, you’ve got the family days that take place on Christmas Day and Boxing Day.” People are also increasingly stocking-up before Christmas, Ms Matthews said, and MRI found an 18% increase in footfall at all UK retail destinations on Christmas Eve this year compared with 2023. Ms Matthews said: “We see the shops are full of people all the way up to Christmas Eve, so they’ve probably got a couple of good days of food, goodies, everything that they need, and they don’t really need to go out again until later on in that week. “We did see that big boost on Christmas Eve. It looks like shoppers may have concentrated much of their spending in that pre-Christmas rush.” Many online sales kicked off between December 23 and the night of Christmas Day and “a lot of people would have grabbed those bargains from the comfort of their own home”, she said. She added: “I feel like it’s becoming more and more common that people are grabbing the bargains pre-Christmas.” Footfall is expected to rise on December 27 as people emerge from family visits and shops re-open, including Next, Marks and Spencer and John Lewis that all shut for Boxing Day. It will also be payday for some as it is the last Friday of the month. A study by Barclays Consumer Spend had forecast that shoppers would spend £236 each on average in the Boxing Day sales this year, but that the majority of purchases would be made online. Nearly half of respondents said the cost-of-living crisis will affect their post-Christmas shopping but the forecast average spend is still £50 more per person than it was before the pandemic, with some of that figure because of inflation, Barclays said. Amid the financial pressures, many people are planning to buy practical, perishable and essential items such as food and kitchenware. A total of 65% of shoppers are expecting to spend the majority of their sales budget online. Last year, Barclays found 63.9% of Boxing Day retail purchases were made online. However, a quarter of respondents aim to spend mostly in store – an 11% rise compared with last year. Karen Johnson, head of retail at Barclays, said: “Despite the ongoing cost-of-living pressures, it is encouraging to hear that consumers will be actively participating in the post-Christmas sales. “This year, we’re likely to see a shift towards practicality and sustainability, with more shoppers looking to bag bargains on kitchen appliances and second-hand goods.” Consumers choose in-store shopping largely because they enjoy the social aspect and touching items before they buy, Barclays said, adding that high streets and shopping centres are the most popular destinations.UBC Student Awarded for Remote Ultrasound InnovationPolice deny sitting on evidence as Netflix doc brings renewed attention to JonBenet Ramsey's killing
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When the Nebraska football team gathered for its Thursday practice prior to the Wisconsin game, offensive coordinator Dana Holgorsen wanted to see a game-ready unit. Anything other than the best wasn’t good enough, and Holgorsen backed it up. The players who made mistakes, even committing false start penalties during that practice didn’t play on Saturday because of it, Nebraska head coach Matt Rhule said. Those who did their job got their chance, though, with Rhule identifying senior wide receiver Isiaha Garcia-Castaneda as one such beneficiary. So while Holgorsen’s playcalling was part of Nebraska’s 44-point outburst against the Badgers, his general approach is what Rhule appreciates most. “You hear Dana on the headset, the whole time he’s just talking about execution,” Rhule said. “... There’s a real focus on execution and when the guys execute the play calls. I think that was the message to the guys — if you execute and practice at a high level, you’re going to have an opportunity to play in the game.” Changes have been limited in Holgorsen’s short time as NU’s offensive coordinator, but he did make sure the Huskers scaled back the number of plays in their playbook. “We’re still doing a lot,” Rhule said, while crediting assistant coaches Glenn Thomas, Garret McGuire and Marcus Satterfield for their work in helping Holgorsen get accustomed to the team’s offensive setup. A “collaborative” gameplanning process that involves those coaches poring over game film and strategy together has led to results, but Rhule again emphasized that improvements from the players, not the coaches, is what has led to better results. When Nebraska was in rhythm on Saturday and stayed ahead of the chains, the Huskers were nearly impossible to slow down. When penalties, turnovers or miscues like snapping on the wrong count happened, though, the offense’s progress was halted. The clear difference? Execution. “It’s kind of a blend of everything we’ve been trying to say to them all year coming to life,” Rhule said of Nebraska’s 44-point performance. “I think the thing Dana’s done a great job is, he’s cut things down to a degree, but he’s demanding that they execute if they want to get on the field.” Nebraska also couldn’t have cut apart the Wisconsin defense without a reinvigorated showing from quarterback Dylan Raiola. Having thrown at least one interception in his previous five starts, Raiola finished the game turnover-free for the first time since September. The freshman also completed 28-of-38 passes for 293 yards and one touchdown, his biggest passing output other than a 297-yard performance against Illinois. Part of the reason for the turnaround was health-related following the back injury Raiola suffered against UCLA. Held out of practice over the bye, Raiola was “ginger” the whole game against USC according to Rhule but was more comfortable with moving around and sliding up in the pocket last Saturday. Getting the ball out quickly and accurately also helped Raiola’s timing within the offense. “He was just taking completions, taking what was there and not trying to do too much,” Rhule said of Raiola. “Playing as a freshman in the Big Ten is really, really hard; it requires tough people and I think Dylan’s been tough in that he’s gotten better every week.” Nebraska’s progress will be tested in a matchup against the nation’s No. 12 scoring defense, an Iowa unit that is allowing just 17.7 points per game. Another week with Holgorsen at the helm will help Nebraska with that challenge as the Huskers look to build on their recent offensive surge. “Just the rhythm of the way he does things means total sense to me,” Rhule said of Holgorsen. “... If I coach with Dana for one more week or if we coach together for the next 10 years, I’ll be a better coach as a result.” Get local news delivered to your inbox!WASHINGTON – President-elect Donald Trump 's team still hasn't signed agreements that are required to formally begin the transition process to the White House — meaning the government can't provide security clearances and briefings to incoming administration officials and the FBI can't screen his rush of picks for the Cabinet and other key posts . The importance of strenuous federal background screenings — and the fact that Trump's team has not been subjecting the president-elect's selections to such vetting — was evident Thursday, when former Florida Rep. Matt Gaetz withdrew as Trump's pick for attorney general following continued scrutiny over a federal sex trafficking investigation that cast doubt on whether he could be confirmed by the Senate. Recommended Videos The continued delay on agreeing to start the formal transition process may eventually force senators to vote on Trump’s choices without the benefit of the usual background checks. That process is designed to uncover personal problems, criminal histories and other potential red flags that would raise questions about a nominee’s suitability for key jobs. Beyond the top personnel picks that Trump already has announced, good governance activists and other experts on the transition process have warned for weeks that refusing to sign the transition documents will make it impossible for potentially hundreds of Trump national security appointees to get clearances. And that means the new administration won't be fully prepared to govern when Trump takes power on Inauguration Day on Jan. 20, 2025. Here's a look at where things stand and what effect the delay might have: What hasn't the Trump team signed and why? At issue are memorandums of understanding under which the incoming administration agrees to work with the outgoing one while also submitting requests for name and background checks. The FBI then commits to flagging to the White House any adverse information uncovered during the process. Congressionally mandated ethics disclosures and donor contribution limits are required as part of the agreements needed to begin the transition process. A reluctance to comply with those has been a factor in the Trump team's hesitance to sign them, according to a person familiar with the process who spoke on condition of anonymity to discuss internal discussions. Is it too late? No. There's still time for the agreements to be signed. A Justice Department spokesperson said discussions were ongoing with the Trump transition team, which did not respond to a request for comment on Thursday. But transition spokesman Brian Hughes said earlier this month that the team’s “lawyers continue to constructively engage with" lawyers and officials from President Joe Biden 's outgoing administration and promised updates “once a decision is made.” In the meantime, Trump's team has relied on internal campaign aides, allied groups and outside law firms to support its personnel effort. Trump for years has regarded FBI leadership with suspicion — in part because of the Russian election interference investigation that shadowed his first term, and more recently because of FBI investigations into his hoarding of classified documents and his efforts to undo the results of the 2020 election that led to his indictment last year. What effect is this having? During a normal transition period, the new administration uses the time before taking office to begin working to fill 4,000 government positions with political appointees, or people who are specifically tapped for their jobs by Trump’s team. That includes everyone from the secretary of state and other heads of Cabinet departments to those selected to serve part-time on boards and commissions. Around 1,200 of those presidential appointments require Senate confirmation — which should be easier with the Senate shifting to Republican control in January. Trump has moved at record-setting speed to announce his key picks , and Senate GOP leaders say they plan to launch confirmation hearings as soon as the new Congress convenes on Jan. 3 — potentially allowing them to begin voting on nominees as soon as Inauguration Day. But lawmakers also are complaining about what they see as insufficient screening of the picks they’re being asked to consider. Some Senate Republicans have expressed concern about alleged wrongdoing by some Trump selections and two Democratic House members — Don Beyer of Virginia and Ted Lieu of California — introduced a proposal seeking to codify the FBI’s role in the background check process for political appointees of the president. And, while Gaetz is no longer an issue, he's not the only Trump pick with an eyebrow-raising background. The president-elect's nominee to be defense secretary, former Fox News personality Pete Hegseth, was accused of sexual assault in 2017 after a speaking appearance at a Republican women’s event in Monterey, California, but was not charged after a police investigation. A police report released Thursday contains graphic details of the sexual assault allegations. The selection of former Democratic Rep. Tulsi Gabbard for director of national intelligence has alarmed some U.S. intelligence analysts. They point to her past criticism of Ukraine, comments supportive of Russia and meetings with Syrian President Bashar Assad, a close ally of Russia and Iran. What effect will this have? Incoming members of Trump's administration aren't getting briefings and other information from their outgoing Biden administration counterparts that can help them better prepare for their new jobs. And Trump appointees with positions involving a security clearance won't be able to begin work without a required background check. Once the president-elect takes office, however, he could simply order that officials be given a security clearance, as he was reported to have done for son-in-law Jared Kushner during his first term. Whether the delay thus far will have any longer-term effects is impossible to yet know. The delayed process may not matter much given that Trump has already served as president and has a much better understanding of how to run an administration than he did in 2016, when he won his first term. But there is precedent for problems. The 9/11 Commission suggested that the disputed election of 2000 — which delayed the start of the transition between outgoing President Bill Clinton and incoming President George W. Bush until December — raised questions about national security gaps from one administration to the other that may have contributed to the U.S. being underprepared for the Sept. 11 attacks the following year. The “36-day delay cut in half the normal transition period,” which constituted a “loss of time that hampered the new administration in identifying, recruiting, clearing and obtaining Senate confirmation of key appointees” the commission's report stated in 2004. ___Police deny sitting on evidence as Netflix doc brings renewed attention to JonBenet Ramsey's killing
The COVID-19 pandemic disrupted schooling on a global scale, challenging teachers with a flood of unmanageable demands. These demands have persisted, resulting in an echo-pandemic of educator absences and attrition — educators leaving their jobs — that threatens the health of schools. We wrote about ways to support teachers during the pandemic based on our 2020 national survey of more than 1,300 Canadian teachers. Since then, we have followed more that 7,000 educators in their navigation and coping efforts during and after the pandemic. From these findings, we published more than 25 research articles , including 13 peer-reviewed articles, plus 12 articles for educators’ journals, reports to government and to the Canadian Mental Health Association, and one podcast. Since the pandemic, we’ve seen notable and important conversations about educators’ burnout and self-care in media and academic publications. An upside to this is increased awareness in the education sector around mental health needs and the importance of resources for both students and employees. A downside is these conversations reflect education systems that are out of balance in terms of resources and needs . In the United States, the National Center for Education Statistics reported a rise in teacher absenteeism after the pandemic . In Canada, research based on data collected from educators in Alberta, Nova Scotia, and Newfoundland and Labrador from September 2022 to August 2023 found “ a significant association between sick days and the prevalence and severity of high stress, low resilience, burnout, anxiety, and depression among educators .” This study, by psychiatry researcher Belinda Agyapong and colleagues, also noted “short-term sick leave can escalate into long-term absences without adequate support for teachers.” Rampant absenteeism has severe financial costs. In 2023, the cost of educator absences was $213 million in the Toronto District School Board alone . There are academic and social-emotional costs to students when their schooling is disrupted by educators’ frequent absences. Schools across Ontario face shortages of administrators, teachers, educational assistants and office staff on a daily basis. So, why is this happening? An important step in solving a problem is defining its nature. A framework called the job demands-resources model , developed by psychologists from the Netherlands, provides a useful lens for understanding why educators are missing so much time at work. It posits how personal and job characteristics foster employee well-being, suggesting workplaces can be understood as a teeter-totter with demands on one end and resources on the other. When employees have enough resources to meet demands, the system is in balance. Its workers function well, and the organization’s goals are more likely to be met. It is expected that resources in schools are supplied by employers, such as reasonable class sizes, adequate prep time and supports to meet complex student needs. It is important to note that resources are also supplied by employees, such as self-care practices and job skills. Educators, administrators in charge of available resources and provincial policymakers in charge of overall funding to education must work together to achieve and maintain the balance between demands and resources. So how have the demands experienced by educators changed since 2020? Our most recent research , a survey of 243 educators, showed 60 per cent of survey respondents have experienced large increases in students’ academic, social and behavioural needs. Survey data were collected in Manitoba during the first four months of 2024 at voluntary, school-based workshops provided by a national health organization. Alarmingly, over 30 per cent of respondents said they are rarely or never able to meet all these needs with their current resources. Within education systems across the country , the demands are of greater number and intensity than prior to the pandemic without adequate resources to keep up . Increased student needs are not being met within the current education system, and teachers’ workload and work-life balance are suffering . UNESCO’s predicted 2030 global teacher shortage of 44 million teachers provides an impetus to solve this issue quickly. Although there are calls for higher salaries for teachers in some countries, Canadian teachers are paid well and some have received recent salary increases . However, salary raises alone do not make a job sustainable. A lack of resources and supports to foster student success has resulted in significant dissatisfaction not only for teachers, but also for others across educator roles. In 2024, among the Manitoba educators we surveyed , 29 per cent of teachers, 25 per cent of principals, 33 per cent of clinicians and 20 per cent of educational assistants reported looking for new jobs in the past few months. The collective research indicates a system in crisis . So how can we remedy the situation to bring back not only the effectiveness of our educational settings but also the joy of schooling? Recognition of the current imbalance has resulted in some “bright lights” that show the way for other school systems to curb educator absences and attrition. Examples include: These initiatives suggest some governments and policymakers are aware of the imbalances and are working to address them. Importantly, attention to the needs of education sector employees beyond teachers like educational assistants, principals and clinicians (for example, psychologists) is necessary to re-establish balance. When educators are properly resourced to do their jobs and are allowed to see the results in positive learning and growth of their students, they will be more inclined to be at work. If, in time, the education system is adequately and proactively resourced to meet the demands, schools can become better places to work and learn. Reduced educator attrition and absences will be good indicators of a system regaining its balance. Laura Sokal has received funding from SSHRC and the Canadian Mental Health Association. Lesley Eblie Trudel has received funding from SSHRC and the Canadian Mental Health Association.Improving bureaucratic efficiency A representational image of a man working in an office.— The News/File LAHORE: The efficiency of a country’s bureaucracy is typically evaluated based on factors such as transparency, accountability, meritocracy, corruption levels, adaptability and responsiveness. In this regard, Singapore ranks at the top, followed by Denmark and Switzerland. In contrast, the country’s public sector efficiency is ranked very low. googletag.cmd.push(function() { googletag.display('div-gpt-ad-1700472799616-0'); }); Pakistan’s bureaucracy faces numerous challenges, including red tape, corruption, and delays, which stem from structural, operational and cultural issues. The country’s selection process, centred around the central superior services (CSS) exam, prioritises general knowledge and analytical skills over specialised expertise. As a result, bureaucrats are frequently transferred between departments, regardless of their qualifications. This practice leads to inefficiency in sectors such as health, education, and technical industries. While initial training is provided, ongoing professional development, especially in specialised fields, remains limited. This hinders bureaucrats’ ability to adapt to the technical demands of different sectors. Regular rotation of bureaucrats across departments and regions disrupts continuity, institutional memory and long-term planning. Political considerations often influence appointments and transfers, undermining meritocracy and accountability. The hierarchical nature of the system offers little room for innovation or flexibility, with junior officers often lacking the authority to make decisions, thereby slowing down processes. The current selection policy, which only requires a graduate degree for entry, does not ensure candidates possess the technical expertise needed for specialised roles. Although the CSS exam is rigorous, it primarily assesses general knowledge, leaving gaps in technical competency. Once selected, candidates undergo uniform training, without specialised tracks for fields like health, education or finance. To improve governance, introducing specialised qualifications for bureaucrats in various sectors would be crucial. For instance, health departments should be managed by professionals with backgrounds in medicine or public health, while specialists with experience in education policy and administration should oversee the education sector. For administrative roles, generalists with strong analytical and management skills could handle traditional tasks. Furthermore, cross-sector collaboration should be encouraged, but technical positions should remain in the hands of domain experts. The deputation of bureaucrats to public-sector enterprises (PSEs) is another issue in Pakistan, as many lack the technical and managerial skills needed to run these organizations efficiently, often leading to operational inefficiencies and financial losses. Bureaucrats tend to prioritize bureaucratic processes over entrepreneurial decision-making, stifling innovation. In countries like the US and the UK, public enterprises are typically managed by professionals with domain expertise rather than bureaucrats. To address these issues, the government of Pakistan should introduce specialised entry tracks for sectors like health, education and technical industries, alongside the generalist cadre. Continuous sector-specific training and certifications should be implemented, and bureaucrats should be allowed to gain long-term experience in particular sectors. Furthermore, private-sector professionals should be allowed to enter the bureaucracy for technical roles through a transparent process. Professional managers should be appointed to public enterprises to reduce bureaucratic control, and performance metrics should be integrated into bureaucratic evaluations. India also uses a common pool entry system through the Indian Administrative Service (IAS), Indian Police Service (IPS), and Indian Revenue Service (IRS), but it has separate cadres for technical roles such as the Indian Health Service and Indian Engineering Service. While generalists dominate administrative roles, India has recently emphasized the lateral entry of domain experts into bureaucratic positions. Civil servants in India receive specialised training after selection, with sector-specific modules for certain cadres. While India also appoints bureaucrats to public-sector enterprises, the practice is debated regarding its efficiency. China’s bureaucracy is highly centralised and hierarchical but is known for its efficiency in executing policies, due to strict accountability mechanisms and a focus on technical expertise. Bangladesh’s bureaucracy operates similarly to Pakistan’s, with similar challenges and structures.