Anger as £25K spent on study to boost town's tourism
A Herefordshire market town has published the outcome of a £25,000 study on how to boost local tourism. But one local says the town has overlooked a ready-made, low-cost plan to achieve this.
Following a series of engagements with local stakeholders, Ledbury Town Council's 'Tourism, Events and Markets Action Plan' now recommends setting up a 'market growth group with traders and supportive retailers', and recruiting a tourism and markets manager.
The town council will now set up an 18-strong Tourism, Events & Markets Action Plan (TEMAP) Project Board that will meet at least monthly to oversee 'the lifecycle of the overarching TEMAP project'.
RELATED NEWS:
'Lack of support' for Ledbury's restarted farmers' market
No takers for mayor role after town council's 'difficult year'
New bid to set up beer 'taproom' in Ledbury
A town council representative said it and other market towns had received government funding for the project via Herefordshire Council, 'in support of its economic development plans for Ledbury'.
But the scheme has annoyed one local entrepreneur who says he has already shown how a revived farmers' market could be made to work – in a new public space in the town intended for such events.
The Barn gives onto the newly laid out St Katherine's Square, Ledbury Robin Oakey, who jointly runs The Barn next to the town's St Katherine's Square, said his plans faced 'bureaucracy and negativity' which was 'like wading through mud'.
What are your thoughts?
You can send a letter to the editor to have your say by clicking here.
Letters should not exceed 250 words and local issues take precedence.
Through a pilot farmer's market he organised and funded on the square in April was well received by traders and visitors, 'there is no point in continuing when you have such resistance', he added.
The new plan says St Katherine's would be 'a great space for hosting additional market stalls' during larger events in the town.
OTHER NEWS:
Doctor wins fight against council after pothole blows tyre
Victory in builder's battle to keep living in caravan
Number of county driving offences caught by public dashcams revealed
'With a relatively minor investment in electric connectivity and greenery, it would be a much more attractive and appealing space for all,' it adds.
But Mr Oakey said the original design of the square, also paid for by a substantial grant to the town, had failed to include these – and he had not been supported when he tried to address the lack of greenery.
'So much could have been achieved with all that money,' he said.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
20 minutes ago
- Yahoo
‘Lack of liquidity' the key factor in decline of the LSE
A lack of liquidity due to a relatively low appetite for investment in the UK is the main factor behind the decline of the London Stock Exchange (LSE), according to a commercial growth expert. Speaking on an episode of GlobalData's Instant Insights podcast, Carrie Osman, founder and CEO of growth consultancy Cruxy, suggested there are a range of factors behind companies choosing to list elsewhere or delisting, including some structural, but that, in her view, liquidity is the main issue. 'It doesn't have the liquidity, it doesn't have the buoyancy, and it doesn't, quite frankly, attract the most innovative technologies to list in London because of the fact that there doesn't seem to be the appetite from an investment pool to provide the liquidity that obviously some of these founders or private equity firms are looking for,' Osman said. 'Ultimately, you're looking for people to back your concept or idea, and you're looking for them to believe in that with their money to buy shares in your company and say, 'Yes, I believe that you're going to make me a lot of money. Let's go long here.' I was looking at some facts, and I thought it's very interesting that, for example, in the UK, about 23% of adults have stocks and shares. When we compare that to the US, it's 62%.' Osman was speaking following the announcement that Qualcomm has acquired UK-based semiconductor company Alphawave Semi, resulting in another high-profile departure from the LSE. She pointed to that deal as just one example of the challenges facing the LSE but noted that it wasn't just the UK exchange facing such issues. 'When you look at Europe as a whole, I think [there are] 183 European listings, and only about 15% of those are listed in their home turf,' she said. 'So, I think it probably is kind of far and wide when you look at Europe as a whole.' Osman believes the lesser culture for investing in the UK compared to the US – where individuals are exposed to investing through the 401(k) retirement savings plan – is limiting the potential of the LSE. 'How could you encourage people to kind of play an active role in the market?' she said. 'Maybe teach them about the market, teach them about stocks, teach them about trading. And then, of course, maybe there are ways that we could use tax incentives to encourage either companies or, of course, employees to be able to feel like they can invest in the markets without feeling like it's so much of a risk.' 'It always feels like it's less of a risk to just stick your money in an ISA and fingers crossed the Bank of England doesn't reduce the rate too much. That was how I was brought up. I think it would be amazing to think that there's a way to encourage more slight risk taking but with a bit of a support layer there so that people feel they can invest in our country and invest in some of our great assets.' Osman also pointed to the Private Intermittent Securities and Capital Exchange System (PISCES) as a means of encouraging investment. Per the UK's Financial Conduct Authority, 'PISCES is a new type of private stock market that will give investors more opportunities to buy stakes in growing companies.' 'If I own shares in a company, I can trade those shares without listing it publicly, so that there'll be these kind of trading windows,' Osman explained. 'So, I can trade those shares, and an asset manager can buy them all. But the thing that concerns me about that is that it's only secondaries, so it's only certain people they decide can do that, who are professional investors, whatever that means. 'And who decides the price? Is this just regulation? All the positive consequences, but it ends up with a lot of regulation on regulation, and it ends up with a lot of complexity? I'm worried that that could end up being a lot of positive intent, but maybe it doesn't lead to that outcome of driving liquidity that they would hope.' "'Lack of liquidity' the key factor in decline of the LSE" was originally created and published by Investment Monitor, a GlobalData owned brand. The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site.
Medscape
32 minutes ago
- Medscape
RCGP Urges Support to Save Declining GP Partnership Model
The Royal College of General Practitioners (RCGP) has warned that GP partnerships are under threat, as the number of partners in England has dropped by 25% over the past decade. In a new report, the college urged action to 'break down barriers to partnership' and called for modernisation of the model to make it more attractive to younger doctors. While the RCGP reaffirmed its support for the independent contractor model, it said there was 'room for modernisation and innovation', and backed ' a mixed economy' of contractual models to deliver general practice. Shift in Workforce Between 2015 and 2025, the number of GP partners in England fell from 24,491 to 18,367. Over the same period, the number of salaried GPs rose by 81%, from 10,270 in September 2015 to 18,557 in December 2024. As of June 2024, GP partners were a minority among fully qualified GPs for the first time. The most significant drop in partnership was seen in younger doctors. Among GPs aged 30-34, numbers fell by 72.9%. The only age group to show growth was those aged 60-64, up by 19.5%. Barriers to Partnership Rising workload, administrative burdens, and concerns about financial risk were cited as major deterrents to partnership. Professor Kamila Hawthorne, RCGP chair, said that many GPs were discouraged by the unlimited personal liability that comes with being a partner. She also pointed to the responsibilities of owning or leasing premises and managing staff, especially as patient demand increases. Exploring Alternatives The RCGP report explored alternative business models that could support general practice, including limited companies, limited liability partnerships (LLPs), and community benefit societies. The college maintained that partnerships still offered flexibility and potential for innovation, particularly if financial and workload pressures could be reduced. In 2024, more than half (55%) of RCGP members said they would be more likely to consider partnership if financial risks were lower. A review by Lord Darzi highlighted the financial discipline of GP partnerships, noting that they could not run large deficits like other parts of the NHS. Earlier this year, the Nuffield Trust described the current GP partnership model as 'withering'. The health think tank warned that the government's plans to improve GP access were at risk due to the fall in partner numbers. Thea Stein, chief executive of the Nuffield Trust, told Medscape News UK : 'It is hard to see partnership being the dominant model in the future.' She called for support where the model works well, but said new models must also be explored. Hawthorne maintained that 'there are elements of the traditional GP partnership that can be improved and modernised, while retaining its core strengths'. The GP partnership model has huge benefits for the NHS and for patients, she added. Government Response A Department of Health and Social Care (DHSC) spokesperson acknowledged the strengths of the partnership model, including efficiency, innovation, and continuity of care. 'However, we also recognise that this is not the only model delivering general practice,' the spokesperson told Medscape News UK . 'GP practices can choose to organise themselves in different ways and also provide good outcomes in terms of staff engagement and patient experience.'
Forbes
42 minutes ago
- Forbes
AI Took My Job – Now It's Helping Me Find My Next One: How Workers Are Using AI To Rebuild Careers In 2025
In early 2025, UK tech-driven grocery company Ocado announced it would cut approximately 500 jobs from its technology and finance teams, citing automation and AI as the driving forces behind the restructure, according to the Financial Times. And they weren't alone. Across industries, companies are streamlining operations by handing routine tasks over to intelligent systems, leaving many professionals facing unexpected career crossroads. But a surprising twist is emerging. Rather than resisting the technology that disrupted their roles, many workers are turning to AI to help them re-enter the workforce, often with a fresh direction. If you've been impacted, or fear automation may come next, this isn't a cautionary tale. It's a roadmap for professional reinvention. Job automation isn't a distant threat – it's happening now. As Anthropic CEO Dario Amodei told Axios, 'AI could wipe out half of all entry‑level white-collar jobs and spike unemployment to 10-20% in the next 1-5 years'. These include jobs in data entry, scheduling, customer support, junior finance, and even HR – roles once considered relatively secure. Yet this shift isn't just about job elimination. In many cases, AI is eroding specific tasks within jobs, not the entire role. A marketing associate might lose repetitive campaign reporting but still be essential for creative direction. Understanding this distinction between job and task is key to adapting effectively. This duality has given rise to a new survival strategy: instead of fighting AI, professionals are learning to work with it. Across sectors, displaced professionals are increasingly turning to AI for help using tools like ChatGPT to rewrite applications, summarise job postings, and draft interview answers. These automated insights are helping jobseekers position themselves more effectively in crowded job markets. This kind of reinvention reflects a broader shift: employers are increasingly looking for workers who can adapt quickly, leverage new tools, and communicate their value in new contexts. AI is helping jobseekers do exactly that. In 2025, displaced workers are turning to AI not just for job hunting, but for strategic career ... More reinvention. 1. Mapping career pivots with AI The idea of a career pivot can feel daunting, especially when you've been in one field for years. But AI is making it more manageable. By analysing previous job descriptions, online profiles, or uploaded CVs, tools powered by large language models can identify skill clusters that apply across multiple industries. For example, someone with experience managing client accounts in media may discover surprising alignment with roles in healthtech onboarding or B2B sales. When jobseekers can see the overlap between what they've done and what's emerging, the next step feels less like a leap and more like a logical transition. 2. Streamlining the job search process As reported by The Verge, LinkedIn's new AI job search assistant allows users to describe their ideal job in plain English, like 'a remote role where I can use my writing and people skills', and get matched to relevant listings without scrolling through filters. This mirrors findings from a Canva survey via which found that 96% of candidates who used AI‑enabled tools in their applications received interview callbacks. Reuters also notes that LinkedIn's AI features can suggest skills to add, rewrite headlines, and assess job fit all without a paid subscription. 3. Upskilling through short, AI-enhanced content Not everyone has the time or budget to pursue another degree or a costly bootcamp. That's why many laid-off workers are turning to microlearning: short, modular online courses that build high-impact skills without long-term commitments. This shift isn't just about convenience, it's a strategic response to market pressure. As CBS News reports, AI is hitting entry-level roles hardest, leaving new graduates and junior professionals with an urgent need to upskill in areas like AI fluency, communication, and adaptability. And it's not just soft advice. A recent arXiv study found that jobs involving generative AI demand 36.7% stronger cognitive skills and 5.2% higher levels of social-emotional resilience than roles without GenAI exposure. The good news? These aren't innate traits – they're learnable. According to Rachel Wells of Forbes, even 30 minutes a day of focused learning can help you stay competitive and prepare for roles that AI can't easily replace. One jobseeker in India built a personal AI bot that automatically submitted tailored applications while they slept – covering nearly 1,000 job postings in a single campaign. As reported by The Times of India, this AI-driven system secured around 50 interview calls, highlighting how AI can dramatically scale outreach and visibility even in saturated markets. Using AI to optimise their CV and messaging to silently navigate applicant-tracking systems, they achieved interview success rates that would have taken months through manual effort: 'It is incredibly effective at passing through automated screening systems. By generating tailored applications, my bot significantly increased my chances of being noticed by both AI and human recruiters.' This story underscores a key shift: professionals aren't just waiting for AI to replace them – they're proactively using it to stand out and secure opportunities. If you've been laid off, sidelined, or simply feel vulnerable to automation, here's how to begin: For many professionals, AI triggered the layoff. But for a growing number, it's also providing the tools to rebuild – faster, smarter, and on your own terms. In 2025, success doesn't belong to those who avoid disruption. It belongs to those who adapt to it and know how to collaborate with the very technologies changing the world of work.
