(S)mash the Potato Market – Cllr Gilligan

first_imgEmail Linkedin Advertisement WhatsApp Twitter NewsLocal News(S)mash the Potato Market – Cllr GilliganBy admin – January 28, 2010 595 center_img Could be developed into a plazaLIMERICK’S Potato Market, located on Merchant’s Quay, could soon face the wrecking ball-with Cllr John Gilligan the driving force in a plan to convert it into a plaza.Sign up for the weekly Limerick Post newsletter Sign Up Regarded for some time now as the “Cinderella” market, it has been used in recent years solely as a car park and compared to the popular Milk Market, currently undergoing refurbishment and restoration.Cllr John Gilligan has submitted a notice of motion to City Council that the old, originally cobbled market square, be demolished.The councillor, who attended the recent Annual General Meeting of the Market Trustees, has also informed that body of his recommendation, which, he told the Limerick Post, was “very favourably received.”His move at this particular point in time is a calculated one as the market was on course to be made a protected structure and as such, it could not be demolished.“It has no architectural merit and has not been used adequately for years now – it is a fine space going to waste but would cost a fortune to do it up – I suggest that we take down the entire area and make it into a plaza, which would open up the whole square and make it a very attractive public area that could be used for a lot of civic events, public and open air concerts, exhibitions and significant happenings in the city”. Cllr Gilligan said that he would like to see the market structure removed “up to the river – this would provide a clear view of the river, the Sylvester O’Halloran Bridge, the Hunt Museum, the marina, etc.“There would be a clear view of the river quays between the County Courthouse and Athlunkard Boat Club, which is the very location the first Vikings to arrive in Limerick landed on and built a settlement on. We could use the cut stone of the pillars at the market’s entrance to build a commemorative stone to King Brian Boru, who built his palace on the site of St Mary’s Cathedral – we’ve no suitable or impressive monument to him”.Confirming that the entrance from the market to the Sylvester O””Halloran Bridge and walkway is now coming away from the wall, Cllr Gilligan said it would “cost a small fortune” to rebuild it.“This is an opportune time to seriously consider demolishing the Potato Market and from what I gather, the idea is receiving favourable consideration in City Hall,” he said. Print Facebook Previous articleHigh rates a deterrent, argue property agentsNext articleA noise to remember adminlast_img read more

Shortcuts to good ideas

first_imgRelated posts:No related photos. Comments are closed. Shortcuts to good ideasOn 1 Mar 2002 in Personnel Today A report from the Industrial Society* claims that creativity – an essentialingredient for business success – is being stifled in the workplace. Thereport’s author Alex McKie says the economic slowdown makes the environment forcreativity even more hostile. Yet she argues that it is easy to nurturecreativity without spending a lot of money. Encouraging better conversations atwork is a good first step, she suggests. “Creative conversation is a simple approach to creativity,” saysMcKie. “It’s easy to do, everyone can do it, it’s cheap to implement, itleads to value, makes life more enjoyable, is flexible and it works with oldand new technology.” So what low-cost, creative ideas can training professionals contribute tohelp their businesses? And how can they fight for budgets and stand theirground in a tight economic climate? Chris GoscombHead of people and organisation development, EasyjetThere are two simple things we can contribute. One is helping peopleunderstand themselves, the company’s values and what’s going on around them sothey know their contributions and ideas are welcome. One of our key values is ‘everybody makes a difference’ and we promote thatfrom the time people join the organisation. The other thing is giving peopletime to think and encouraging them to think effectively, which gives them theopportunity to put ideas in to practice. Respect has to be the cheapest commodity that makes the biggest differencein the world. We use the methodology of a thinking environment, which meanspaying people respect, giving people time to think and paying attention whenpeople are actually thinking. It brings huge dividends. Alex MckieAuthor, Virtual value: Conversations, ideas and the creative economyMany companies organise conferences to encourage relationships. Often themajority of the time is planned but the most valuable time may be when peopleare sitting chatting over a beer or coffee or breakfast. It is the informalconversations where people discover common interests and experiences that aretruly valuable. So why not build in more time to chat? The benefits may be newrelationships and more ideas generated. Kim BirnieDirector of learning, TescoWe have a combined approach where we use in-house knowledge experts todesign and deliver training products. It’s good because then we have the rightline buying into training. Our role as trainers is to shape the training so ithas good methodology behind it. One of the keys to maintaining a budget is making sure that training isvalued in the business. Being able to prove a return on investment in terms ofincreased individual capability, team capability or business capability is agreat challenge to training and development professionals. Helen VandeveldeWriter on the future of workTraining professionals can generate a flow of creative flashpoints throughevents and learning programmes that stimulate debate and challenge acceptedorthodoxies. It doesn’t have to cost any more, just shake up the mix. Trash thetraditional business case study. If you take a case study from an unrelateddiscipline – such as examining how guerilla teams operate – you engage a deepervein of thinking. You end up with a pioneering culture, where your people are committed tocreativity because of the stimulation and enjoyment they derive from it. Janet ReadDynamic resources leader, PrismUsing the knowledge and talents of your own people can be a cost-effectiveway of training. Ask employees if there are topics they’d like to run aworkshop on. You may have to prompt and give categories but it’s surprisingwhat you’ll come up with. Employees are more likely to buy into training delivered by a colleague andat the same time you’re developing people’s presentation skills and boostingtheir confidence. If you have a sister company you can keep costs down byexchanging training expertise and resources. Paul RoddDirector, Barclays UniversityIn cost-cutting times it’s important that training departments are focusedin what they do, and what they do must be, as closely as possible, linked tothe business drivers. Training departments should be in identifying areaswhere, over the shorter term, they can cut costs. If the profit-generating parts of the organisation can see that sort ofgesture, they’re more likely to be receptive to the training department in goodtimes. Training departments shouldn’t wait until they’re asked to cut back onbudgets, they should anticipate opportunities to make cuts and target resourcesto income-generating areas, working side by side with the business. That level of proactivity would dramatically increase the credibility of thetraining function. To access Virtual value: Conversations, ideas and the creative economyvisit www.indsoc.co.uk/futures Previous Article Next Articlelast_img read more