среда, 14 марта 2012 г.

H&m to open two Bath stores

Swedish fashion retailer H&M will open the first of two newstores in Bath next week.

The firm, which has been trading around the world for more than60 years, has chosen the city as the location for its 147th store inthe UK.

The new store will open in Southgate Street on Thursday November20, around a year ahead of a much larger store planned for thepounds360 million SouthGate centre.

H&M bosses said the chain has been looking at developing apresence in Bath for 'a long time'.

The firm's UK and Ireland manager Magnus Olsson said: "This greatlocation will enable us to offer our customers an exciting andinviting shopping environment.

"Hot new trends …

The Baseline 500; It is not easy staying at the top of the Baseline 500.

13 The Baseline 500

It is not easy staying at the top of the Baseline 500. Just ask the 159 companies that dropped off the 2004 ranking. Here are the 500 best

information managers, culled from a database of 2,324 publicly traded

companies with sales of $100 million or more.

45 Industry Leaders

Energy companies made the strongest showing, but food and beverage,

financial services and manufacturing also did well.

53 Leaders Ranked by Revenue

Does size matter? Not when it comes to Information Productivity,

which is the great equalizer among companies with sales between $10 million and $10 billion. This …

Retirement has mellowed me: Armstrong

In the third incarnation of a career interrupted by cancer, then a 3-1/2 year retirement, Lance Armstrong says he is a milder, nicer guy.

Gone is Angry Lance, the hard-eyed, hard-bitten competitor who often argued with the media and fans and cut an image of remoteness and inaccessibility.

Throughout the Tour Down Under, his first competitive stage race since mid-2005, Armstrong has been what Aussies call "a good bloke," easily accessible to fans and even a friend to the media.

The seven-time Tour de France winner took on an endless round of public activities in his Australian visit, visiting cancer sufferers in Royal Adelaide Hospital, …

Divinely inspired cakes ease the holiday burden

As limited as my Christmas shopping is, and despite all thedaily reminders - whether on radio or television or in the newspaper- the last few weeks before Christmas seem to dissolve faster thansnowflakes on a warm coat.

Because of this, I would like to share two recipes that can beprepared ahead and frozen. These recipes are from my collection, andI think each one is the best in its class: really special.

The angel-feather cheesecake recipe that follows uses more sourcream in proportion to cream cheese than most recipes. The firsttime I made it, it seemed so loose when done I was certain it was aflop. But follow the baking time exactly. Once you refrigerate …

Google to Buy Nielsen Data for TV Ads

SAN FRANCISCO - Determined to sell more television ads, Internet search leader Google Inc. is sharpening its focus on the medium with demographic data from the influential Nielsen Co.

Under an agreement to be announced Wednesday, Google will pay Nielsen an undisclosed amount to obtain detailed information about the kinds of people who watch specific TV shows.

The breakdown, drawn from Nielsen's rating service, typically provides viewers' ages, gender, marital status and other personal data that help advertisers choose the audience most likely to be interested in their product or service.

New York-based Nielsen has been selling demographic data to television …

WEST VIRGINIA UNIVERSITY SPRING FOOTBALL: ; Football, not law, in coachs blood; WVU's Roberts has earned his degree from Harvard Law School

MORGANTOWN - Even when WVU's wide receivers and special teamscoach Daron Roberts had a master's degree and was working to finishcoursework at Harvard Law School, he would look past a career incorporate law and lock his gaze on a retirement plan.

"I was going to coach football at Mount Pleasant High School,"said Roberts, the latest and final addition to West Virginiafootball's coaching staff.

Roberts played his prep football in that small town in northeastTexas that doesn't sell alcohol, but did have the state's first Wal-Mart. The dream was in his head and it would take a step forwardfrom the recesses of his mind every time he returned from Harvard tovisit his parents.

The flight from Boston would take him only to Dallas, and he hadto drive another two hours home.

Every time, though, he'd stop along the way and visit his olddefensive coordinator. And every time they'd watch the tapes fromwhen Roberts rolled with the Tigers.

"Eventually I told myself, 'You're going to your defensivecoordinator's house before you go home to see your mom and dad,'" hesaid. "And I love my mom and dad."

He loved football, too. He thought he left it behind when he wentto Texas for his undergraduate degree and then to Harvard, but itwouldn't leave him.

"I never lost sight of the fact that the best four years of mylife were spent playing high school football," he said.

In the summer of 2006, just before he began his third and finalyear of law school, a friend suggested they drive to Columbia, S.C.,for South Carolina's football camp.

"It changed my life," he said.

Roberts went to camps at LSU and then Boston College later thatsummer. He was hooked.

A year later, he had his law degree and was preparing to take thebar exam in Texas, but veered sharply off course and went to theKansas City Chiefs training camp.

Two years later, he was an assistant coach with the DetroitLions.

Now, he's a FBS program's assistant making $200,000 annually tocoach WVU wide receivers and punt and kickoff return teams.

"Had my buddy not called me to work that camp in South Carolina,I might be working at a firm in New York," Roberts said. "I'mfortunate enough he did call me and that I had a couple sick days Icould use at my law firm so we could drive to Columbia. Thatexperience set me on this path."

* n n

THAT EXPERIENCE was rooted in a little bit of fraud. Thosecollege camps he worked are somewhat exclusive. They take coachesfrom all sorts of colleges and high schools, but they don'tgenerally take aides to senators and former presidential candidatesor assistants to lieutenant governors who have no coachingexperience.

In fact, the registration forms anyone can find online attempt todesignate who's who. Roberts found a way around that.

"I listed the school I went to in Texas. What I didn't say wasthe school I coached," he said. "It said 'Name' and 'Affiliation.' Ikind of interpreted that loosely. I'm a Mount Pleasant alumnus.Maybe they assumed I coached there."

The secret would get out after a while and it was there whereRoberts was first projected to be a little bit crazy.

"I'd get in and I wouldn't say anything," Roberts said. "I'd justwork for three or four days. The guys would say after you're sittingaround and talking a little bit, 'You're in law school? What? Mostpeople are trying to get out of camps and you're trying to sneakin?'

"But working those three camps reaffirmed for me that this iswhat I should be doing."

* n n

HIS PLAN to abandon a formidable education to pursue a fantasywas not uniformly popular. Roberts told people he was stepping awayfrom law and all the accomplishments and connections he'd secured inmergers and acquisitions to enter the entirely unknown world of theNFL as an unpaid volunteer.

Some reactions were predictable.

"I got a lot of insanity e-mails," he said. "My grandmother sentme one."

He also had a lot of support through it all. Roberts was aresponsible and surely sane person. Those around him knew he'dthought about his decision and was serious about making it work.More people talked him into it than tried to talk him out of it.

His parents offered this advice: "The best time to go broke iswhen you have no money."

His law school dean ruled in his favor: "It's just like going toHarvard. If you have an opportunity to be in the NFL, you have tojump on it. Legal issues are not going anywhere. People are stillgoing to have problems. You can always practice. You won't alwayshave a shot to go to the NFL."

The greatest assist came before all of that. Roberts was in asports law class in his second year of law school. In 2005 he wantedto write a paper on the relationship between legal training andcoaching. His professor happened to be "infatuated" with then-TexasTech Coach Mike Leach, who has a law degree from Pepperdine.

He also happened to be one of the few big-time coaches who neverplayed college football.

The professor granted Roberts a one-month sabbatical and it wasthere where Roberts first met WVU's offensive coordinator DanaHolgorsen, who reached out and brought Roberts to campus last week.

"He and I stayed in contact when I got into coaching," Robertssaid. "I saw him at the national championship game and congratulatedhim on the opportunity to come here. He said he'd keep me in mindwhen there was an opening."

Roberts spent the first part of his coaching career working withspecial teams and the Mountaineers were in need of not just areceivers coach when Lonnie Galloway left for Wake Forest lastmonth, but someone to coach the punt and kickoff return teams afterDave McMichael was not retained by Holgorsen.

"Let's be brutally honest," WVU Coach Bill Stewart said. "I'venot been pleased with the punt and kickoff return teams."

Stewart also said Roberts can be a "tremendous asset" recruitingVirginia and Washington D.C., areas Galloway and former assistantChris Beatty worked. The Mountaineers have landed a number ofplayers from there in recent years, but only a few have stuck aroundlong enough to help.

All that is fine with Roberts.

"You've got to remember, I was going to Detroit on the heels of a0-16 season," he said. "I knew I couldn't wear my gear outside. Wegot to 2-14 and then 6-10, but I know where to hide."

* n n

ROBERTS EARNED his law degree in June 2007 then paid for andregistered to take the Texas bar at the end of the following month.He also sent letters to every NFL head coach and defensivecoordinator and the upper echelon of Division I schools to ask foran opportunity.

Only the Chiefs replied with an invitation to come to theirtraining camp. It happened to overlap with the bar. Rather than showup late for camps, he passed on the bar, though he was granted anindefinite waiver to take the exam whenever he wanted.

He still hasn't.

"My mom is a little upset about this," he said.

The Chiefs were impressed and had him stay on as a volunteerassistant. A year later, he was the defensive quality controlassistant.

In 2009, he moved along to the Detroit Lions with defensivecoordinator Gunther Cunningham as the assistant in the secondary.

He even showed his grandma a picture of him on the sideline hardat work during a game.

"She swore I was Photoshopped into it," he said.

It was a rapid ascent, but it was not so simple.

"You have to humble yourself," Roberts said. "Coaches feel verygood about their knowledge base and when someone comes in who hasn'tcoached, man. I got absolutely beaten down by some guys."

Those same guys built him up, whether they realized it or not.

Roberts can teach receivers. He can craft schemes for return men.Eventually he'll recruit players to campus. The greatest value,though, is in how a 32-year-old who never abandoned his plan relatesto teenagers and young adults.

"Kids - and it doesn't matter where you are - have problems,"Holgorsen said. "They deal with things every day, from an academicstandpoint to temptations around town to time management to gettingworn out in the weight room to getting yelled at out on the practicefield.

"There are a lot of issues and having a guy like that who hasaccomplished what he accomplished and done things on his own can bea good sounding board for the guys."

* n n

THE DREAM is to be a major college head coach, but Roberts staysup on the law and relevant issues "just in case I ever do practice,which I don't see happening."

Roberts set up an email account years back and asked his friendsfrom Harvard to send him articles he needed to read.

"I check that e-mail once a year just to read through thearticles," he said. "It's quite amazing."

The same might be said of Roberts' story. In addition to all ofthe above, he also founded the "4th and 1 Football Camp," a freecamp for kids in Mount Pleasant, Texas, and East Lansing, Mich.,that blends football instruction with test preparation and lifeskills.

NCAA rules prevent Roberts from having an affiliation with thecamp as long as he works on a college staff, but the camp willcontinue without him.

He remains philanthropic in other areas and said he's mentoring alaw student on the side, which makes sense considering all Robertshas been through and the decisions he faced along the way.

There's a question behind all of this, though, that needs to beasked: Would Roberts advise someone to do what he did?

If the circumstances are right, Roberts said he would.

"For me, it was easy," he said. "I had an old, beat-up Tahoe andI wasn't married at the time and I didn't have any kids at the time.I could pick up and go."

Roberts has been married for a year now. He and his wife, Hilary,are raising their 7-month-old son, Dylan. Hilary is house hunting inMorgantown. She's supposed to involve her husband when she'snarrowed the choices to two or three.

Life is simpler these days.

"If someone is married and trying to do this, he'd have to have asupportive wife because you can be working for free," he said.

"I've known some guys who have worked for five or six yearsbefore their first break came. If they're passionate enough aboutit, I'd say do it because if it works out, it's worth it."

MATTHEW SUNDAY/FOR THE DAILY MAIL West Virginia University widereceivers and special teams coach Daron Roberts was an assistantcoach with the Detroit Lions.

Contact sportswriter Mike Casazza at mikec@dailymail.com or 304-319-1142.

Open letter to the Canadian Medical Association from UK doctors

Dr. Ruth Collins-Nakai, MD

President, Canadian Medical Association

Dear Dr. Collins-Nakai and colleagues: Those in favour of privatisation often point to Britain as an example of how the private sector can "save" public health care. We are writing, as British doctors, to share what we have learned first-hand about the dangers of private sector involvement in health care, in the hopes that our colleagues in Canada can learn from our country's mistakes and reject private care and other market-style policies.

The British National Health Service (NHS), one of the earliest and most-studied publicly-funded health systems in the world, has been under increasing threat from privatisation for some time. Similar but more recent systems in other countries are now being subjected to the same pressures to privatise.

The NHS has suffered from decades of underfunding relative to other developed countries. As a result, despite its inherent efficiency (before the imposition of marketbased policies, administrative costs were less than 6%), critics were able to point to long waiting lists and ageing hospitals.

To its credit, the current government has finally recognised the underlying problem and announced that spending will rise annually until it reaches the European average by 2008. Indeed, the annual health budget is already double that of 1997. So far, so good. But, although there have been some improvements, mainly in elective surgery, doctors and the public are puzzled that, despite the extra funding, there are still shortages in other parts of the service, with hospitals having to close beds and whole units to avoid financial deficit.

The answer to this puzzle is that much of the additional money is being diverted from its proper purpose - i.e., providing front-line care-by the government's other policies. Presented to the public as "modernisation," these include payment by results, Private Finance Initiatives (PFI), competing providers, and the "patient choice" agenda.

Firstly, the money is going into private profit. Short-term improvements in easily counted and politically important areas like waiting lists are being achieved by expensive deals with the private sector. These include not only using spare capacity in existing private facilities, but now the establishment of "independent sector treatment centres" (ISTCs), often owned and staffed by foreign commercial concerns.

These ISTCs are offered long-term contracts with guaranteed income - at costs up to 40% higher than the NHS. They "cherry-pick" the simple cases and have little responsibility for complications or follow-up. Their clinical governance arrangements are currently unclear, and there are already concerns about the quality of care in ISTCs.

The removal of much elective surgery from the NHS is putting training in some specialties at risk. Because fewer of the low-risk cases are being seen in NHS hospitals, young surgeons are no longer getting the training they need. In addition, the concentration on short-term episodic care is diverting attention and funds from the majority of patients, whose needs are for longer-term management of chronic disease or disability.

The concept was initially "sold" as a short-term measure to tackle the backlog until the NHS was able to take on all its commitments, but it is now clear that the government intends the growing private sector to remain and compete with the publicly-provided NHS, frequently on an unfair basis. The resulting "contestability" is seen by the government as producing a "creative discomfort" which will improve the service. There is no evidence to support this assumption. There is, however, mounting evidence of the problems it is causing. Yet the government has said that it is quite prepared to see units and even entire hospitals close under the new competitive regime.

We believe that you have already experienced PFI (known in Canada as P3s or public-private partnerships) for hospital construction. This is another example of governments choosing quick, politically useful results without concern for the long-term consequences. Inevitably, PFI hospitals are more expensive, as borrowing is at a higher rate and there has to be profit for the shareholders. As a result, our first hospitals were too small. Now, although PFI hospitals must be at least as large as those they replace, many defects are appearing and the repayments-the first charge on the hospital's budget-are causing financial problems. It is difficult to find anyone in the UK now prepared to support PFI except those in government and those set to profit from it.

Secondly, both financial resources and staff time are being wasted on the bureaucracy inherent in trying to run a competitive market system. The Conservative government introduced "competition" in the early 1990s, and as a result administrative costs doubled. The key feature was the splitting of the service into "purchasers" and "providers." While in opposition, the Labour Party opposed the market and PFI, but, after gaining power in 1997, they retained both PFI and the artificial separation in which one part of the service (the "purchaser") has to buy services from the other (the "provider") which markets and sells them. This purchaser/ provider split is the absolutely crucial factor. Without it, a market cannot operate, but with it, the service is wide open to privatisation, as we are now seeing.

The hospital service, split into separate semi-independent "Trusts" with boards of directors under the Conservatives, is now to be even more autonomous, as "Foundation Trusts" enter the market with power to borrow money and sell assets. To repay money borrowed, they will need to attract patients from outside their normal area. As all hospitals are scheduled to become Foundations within the next few years, there will be a very unstable competitive situation, with the government accepting that some hospitals may be forced to close. Foundation Trusts will no longer be responsible to Parliament, but to an independent regulator-interestingly, exactly the system which governs our now-privatised railways, telephone, gas, electricity, and water industries.

"Payment by results" means that every item of treatment will be marketed, sold, and billed for. The public sector will find it hard to compete with the private sector on this basis as the latter does not have to provide expensive emergency and intensive care. The private sector is also not responsible for teaching and training, the costs of which have not been factored into the tariffs.

The government rhetoric is that we must have a diversity of providers, which it justifies as promoting "choice." But the public has demonstrated that its first priority is a good local hospital, without the need to "shop around." It is the system of local hospitals that is now in jeopardy.

This is indeed privatisation-in fact if not yet in name-although some have suggested that "commercialisation" is a better description, as even those parts which remain in the public sector are being forced to act like commercial enterprises. These reforms are driven by ideology and there is as yet no evidence that a competitive market improves outcomes in health care.

Yours sincerely,

Peter Fisher

President, NHS Consultants' Association

Jacky Davis

Consultant Radiologist NHSCA Executive Committee

[Sidebar]

"We are writing, as British doctors, to share what we have learned about the dangers of private sector involvement in health care, in the hopes that our colleagues in Canada can learn from our country's mistakes and reject private care and other market-style policies."

[Author Affiliation]

Peter Fisher

President, NHS Consultants' Association

Jacky Davis

Consultant Radiologist NHSCA Executive Committee