DOCSLIB.ORG

Should We Move Public Sector Jobs out of London? August 2017

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Should We Move Public Sector Jobs out of London? August 2017 Should we move public sector jobs out of London? August 2017 The relocation of public sector jobs is one of the most direct tools that policy makers can use to move jobs around the country. There is precedent for doing this already in the UK – for example through the opening of HM Revenue and Customs offices in Liverpool, Department for Work and Pensions in Newcastle and the Driver and Vehicle Licensing Agency in Swansea. And political interest continues on this front. As part of its industrial strategy and rebalancing agenda, the 2017 Conservative Party manifesto pledged to move significant numbers of civil servants out of London and the South East to other cities in the UK. Governments often use relocation of public sector workers to try and stimulate economic growth in different parts of the country. Public sector relocation can stimulate the local economy in two main ways. The first, direct impact is the move of the jobs themselves and the wages they pay. The second is the ‘multiplier effect’ that these jobs can have, boosting demand for local goods and services and attracting jobs in related industries by improving the attractiveness of the area to businesses. The size of the multiplier effect on the local area is affected by the skills levels and nature of the jobs as well as the number. For example, the movement of low-skilled jobs has a clear direct impact in that it creates employment. But its wider impact is likely to be limited, in that the wages they pay will be lower, the career progression they offer is likely to be limited and their interaction with other bodies, be they public or private (e.g. public affairs companies), infrequent. Looking at the seniority of position in the civil service across England suggests that many of the moves to date have been of lower-skilled jobs.1 London accounted for 23 per cent of all of England’s civil service jobs in 2016, but for 53 per cent of top grades.2 In comparison only 12 per cent of all administrative officers and assistants were located in the capital. There have been two notable cases of high-skilled publicly-funded jobs that have been moved out of London in recent years – the consolidation of the Office for National Statistics (ONS) in Newport and the move of part of the BBC’s national activities to Salford in Greater Manchester. This briefing looks at the impact of these moves. Box 1 gives an overview of the ONS relocation, while the main body of the report looks at the BBC’s move to Greater Manchester. Using these two case studies it then draws some broad conclusions about the implications for public sector relocation. 1 England is used here to take out the impact of devolved government. 2 Grade 6 and above. 1 Centre for Cities Should we move public sector jobs out of London? • August 2017 It’s important to note that whilst this briefing looks at the economic impact of the BBC’s move, there may be non-economic reasons behind a decision to move jobs out of London, such as enhancing devolution or making public bodies more representative of the whole UK. This report looks only at the economic impact on the areas where the bodies have been relocated. Box 1: The consolidation of the ONS in Newport The decision to move the majority of jobs at the ONS’ office in London to Newport was a result of the 2004 Lyons Review looking at the location of public sector jobs, with a stated aim to ‘boost regional economic growth.’ But subsequent analysis suggests that this move has not been especially successful at having a wider economic impact on Newport. In 2005-06, 1,000 jobs were relocated from London to an already established site in Newport with 1,400 existing jobs located there. As many as nine in 10 staff members chose not to follow their job, with just seven civil servants in senior positions opting to do so.3 While we don’t know the reasons as to why so many people chose not to move, looking at the depth of the labour market in Newport certainly shows that this did not provide any great incentive. In 2006, 12 per cent of jobs in Newport were knowledge-based, placing it 47 out of 62 cities. And the number of jobs in statistics is likely to have been much smaller still. This means that job opportunities and career progression outside of the ONS in Newport would have been very few and research suggests that these are key factors in attracting highly skilled people.4 These 900 jobs have of course been filled. But for the same reasons as above doing this in Newport is much more difficult than in a deeper labour market such as London. Evidence given in the Bean Review of the ONS suggests that this has impacted on the quality of work done in the ONS in recent years. The nature of the ONS’ work and its location also mean that its wider multiplier on the Newport economy is likely to have been small. Because of the sensitive nature of what it does, the ONS rightly does not interact with external bodies as much as, say, a Whitehall department does. But the implication is that the relocation does not bring with it other jobs in related activities. The location of the campus is likely to have been important too for any multiplier effect – the positioning of the ONS campus on an out of town site has limited the demand for local services such as shops and restaurants (although we would still expect to see some positive effects on local services within the travel to work areas for ONS employees). A visit to the site suggests that no immediate local services are sustained by its presence. This means that, unlike the BBC relocation analysis that follows, a more thorough look at employment and business location around the ONS site has not been done.5 This suggests that the move of these jobs has done little for Newport beyond the actual jobs themselves, while it may have had a negative impact on the quality of the ONS output. In terms of the former, the nature of the ONS may mean that it wasn’t the best body to choose to relocate if bringing a wider economic benefit to Newport was the goal. In terms of the latter, this may have been mitigated if the ONS had been moved to a deeper, more highly-skilled labour market where recruitment is easier. 3 Bean, C (2016), Independent Review of UK Economic Statistics, London: Cabinet Office. 4 Swinney P and Williams M (2016), The Great British Brain Drain: where graduates move and why, London: Centre for Cities. 5 If this analysis was undertaken the lack of other businesses around the site would mean that getting clearance of the data would be highly unlikely. 2 Centre for Cities Should we move public sector jobs out of London? • August 2017 The relocation of BBC activities to Salford The decision to move part of the BBC’s national operations to Salford Quays (now named MediaCityUK) in Greater Manchester was taken in 2006. One of the stated reasons for the move was economic, with predictions stating that up to 15,000 jobs would be created, both within the BBC and externally as a result of its commissioning activities and wider demand for services such as hotels and retail.6 The move of jobs started in 2011, and placed the BBC at the centre of a longer term regeneration scheme of the Salford Quays area (see Box 2).7 Box 2: The regeneration of Salford Quays The BBC is located in Salford Quays, which until 1982 was the site of the Manchester Docks. Following the closure of the Docks, Salford City Council purchased the site. The area was rebranded Salford Quays and redevelopment began under the Salford Quays Development Plan. Thanks to public funding and private investment, a great deal of development has occurred on the site, such as the improvement of its water quality, development of retail, housing and office space, the opening of Imperial War Museum North, the building of new roads and footbridges and the connection to Manchester City Centre by the Manchester Metrolink. This report looks specifically at the impact of the BBC on the local economy, and does not comment on the wider merits of this longer-running regeneration scheme. The following analysis looks at the impact that the BBC move had on jobs in Manchester. It does not provide a cost-benefit analysis, and does not look at any potential negative impact on London of moving these jobs away from the capital or impacts on the BBC’s output. Box 3 sets out the definition of MediaCityUK and its surrounding areas. We also note that some of the economic benefits of the move may continue to play out in the future, but five years provides a reasonable time frame to explore what impacts there have been to date. Box 3: Definition of MediaCityUK and its wider area To analyse the impact of the BBC on its surrounding area three geographies have been drawn as shown in the map below. The first is the MediaCityUK site itself, which hosts the BBC. The second and third are 1 and 2 mile concentric rings, with the distance measured from the BBC’s offices (rather than the centre of the MediaCityUK site) based on the assumption that proximity to the BBC would be an important consideration for any business drawn to the wider area.
Load more

Recommended publications
  • Managing the BBC's Estate
    Managing the BBC’s estate Report by the Comptroller and Auditor General presented to the BBC Trust Value for Money Committee, 3 December 2014 BRITISH BROADCASTING CORPORATION Managing the BBC’s estate Report by the Comptroller and Auditor General presented to the BBC Trust Value for Money Committee, 3 December 2014 Presented to Parliament by the Secretary of State for Culture, Media & Sport by Command of Her Majesty January 2015 © BBC 2015 The text of this document may be reproduced free of charge in any format or medium providing that it is reproduced accurately and not in a misleading context. The material must be acknowledged as BBC copyright and the document title specified. Where third party material has been identified, permission from the respective copyright holder must be sought. BBC Trust response to the National Audit Office value for money study: Managing the BBC’s estate This year the Executive has developed a BBC Trust response new strategy which has been reviewed by As governing body of the BBC, the Trust is the Trust. In the short term, the Executive responsible for ensuring that the licence fee is focused on delivering the disposal of is spent efficiently and effectively. One of the Media Village in west London and associated ways we do this is by receiving and acting staff moves including plans to relocate staff upon value for money reports from the NAO. to surplus space in Birmingham, Salford, This report, which has focused on the BBC’s Bristol and Caversham. This disposal will management of its estate, has found that the reduce vacant space to just 2.6 per cent and BBC has made good progress in rationalising significantly reduce costs.
    [Show full text]
  • BBC World Service Report by the Comptroller and Auditor General Presented to the BBC Trust Value for Money Committee, 14 June 2016
    BBC World Service Report by the Comptroller and Auditor General presented to the BBC Trust Value for Money Committee, 14 June 2016 BRITISH BROADCASTING CORPORATION BBC World Service Report by the Comptroller and Auditor General presented to the BBC Trust Value for Money Committee, 14 June 2016 Presented to Parliament by the Secretary of State for Culture, Media & Sport by Command of Her Majesty June 2016 © BBC 2016 The text of this document may be reproduced free of charge in any format or medium providing that it is reproduced accurately and not in a misleading context. The material must be acknowledged as BBC copyright and the document title specified. Where third party material has been identified, permission from the respective copyright holder must be sought. BBC Trust response to the National Audit Office value for money review: BBC World Service In the four years to 2014-15 the government BBC Trust response cut core funding to the World Service by As the governing body of the BBC, the around 8% and, in response, the World Trust is responsible for ensuring that the Service reduced its annual expenditure by licence fee is spent efficiently and effectively. £46.8 million. Two thirds of these savings Value-for-money reviews like this one (almost £31 million) have been achieved are an integral part of the governance through greater efficiency and without framework through which the Trust fulfils an impact on audiences. For example, this responsibility. better integration with the BBC newsroom at Broadcasting House has created a The BBC Trust welcomes richer experience for both domestic and the National Audit Office’s international audiences while also saving conclusion that, through its money.
    [Show full text]
  • Select Committee of Tynwald on the Television Licence Fee Report 2010/11
    PP108/11 SELECT COMMITTEE OF TYNWALD ON THE TELEVISION LICENCE FEE REPORT 2010/11 REPORT OF THE SELECT COMMITTEE OF TYNWALD ON THE TELEVISION LICENCE FEE At the sitting of Tynwald Court on 18th November 2009 it was resolved - "That Tynwald appoints a Committee of three Members with powers to take written and oral evidence pursuant to sections 3 and 4 of the Tynwald Proceedings Act 1876, as amended, to investigate the feasibility and impact of withdrawal from or amendment of the agreement under which residents of the Isle of Man pay a television licence fee; and to report." The powers, privileges and immunities relating to the work of a committee of Tynwald are those conferred by sections 3 and 4 of the Tynwald Proceedings Act 1876, sections 1 to 4 of the Privileges of Tynwald (Publications) Act 1973 and sections 2 to 4 of the Tynwald Proceedings Act 1984. Mr G D Cregeen MHK (Malew & Santon) (Chairman) Mr D A Callister MLC Hon P A Gawne MHK (Rushen) Copies of this Report may be obtained from the Tynwald Library, Legislative Buildings, Finch Road, Douglas IM7 3PW (Tel 07624 685520, Fax 01624 685522) or may be consulted at www, ,tynwald.orgim All correspondence with regard to this Report should be addressed to the Clerk of Tynwald, Legislative Buildings, Finch Road, Douglas IMI 3PW TABLE OF CONTENTS 1. Introduction 1 2. The broadcasting landscape in the Isle of Man 4 Historical background 4 Legal framework 5 The requirement to pay the licence fee 5 Whether the licence fee is a UK tax 6 Licence fee collection and enforcement 7 Infrastructure for terrestrial broadcasting 10 Television 10 Radio: limitations of analogue transmission capability and extent of DAB coverage 13 3.
    [Show full text]
  • PART 3 Scale 1: Publication Edition Scale 1: Publication Edition Scale 1: Publication Edition 44 W Nose of Howth to Ballyquintin Point 100,000 Oct
    Natural Date of New Natural Date of New Natural Date of New Chart No. Title of Chart or Plan Chart No. Title of Chart or Plan Chart No. Title of Chart or Plan PART 3 Scale 1: Publication Edition Scale 1: Publication Edition Scale 1: Publication Edition 44 w Nose of Howth to Ballyquintin Point 100,000 Oct. 1978 Feb. 2001 1468w Arklow to the Skerries Islands 100,000 Aug. 1978 June 1999 1977w Holyhead to Great Ormes Head 75,000 Feb. 1977 Oct. 2001 105 w Cromer Knoll and the Outer Banks 75,000 Apr. 1974 Jan. 2010 1484w Plans in Cardigan Bay - Mar. 1985 Jan. 2002 1978w Great Ormes Head to Liverpool 75,000 Jan. 1977 May 2009 106 w Cromer to Smiths Knoll 75,000 Oct. 1974 Sept. 2010 A Aberystwyth 18,000 1981w Liverpool to Fleetwood including Approaches to Preston 75,000 Feb. 1977 May 2009 107 w Approaches to the River Humber 75,000 July 1975 May 2009 B Aberdovey 25,000 Preston Riversway Docklands 10,000 108 w Approaches to the Wash 75,000 June 1975 Apr. 2011 C Barmouth 25,000 2010wI Morecambe Bay and Approaches 50,000 Feb. 1988 July 2006 Wells-Next-The-Sea 30,000 D Fishguard Bay 15,000 2011w Holyhead Harbour 6,250 May 1975 Aug. 2005 109 wI River Humber and the Rivers Ouse and Trent 50,000 Dec. 1990 May 2009 E New Quay 12,500 2013w Saint Bees Head to Silloth 50,000 Feb. 1987 July 2010 A Humber Bridge to Whitton Ness 50,000 F Aberaeron 18,000 A Silloth Docks and Approaches 10,000 B3 B Whitton Ness to Goole and Keadby 50,000 G Newport Bay 37,500 B Maryport Harbour 10,000 C Keadby to Gainsborough 100,000 H Approaches to Cardigan 37,500 C Workington Harbour 7,500 D Goole 5,000 J Aberporth 30,000 D Harrington Harbour 10,000 111 w Berwick-upon-Tweed to the Farne Islands 35,000 July 1975 July 2009 1503wI Outer Dowsing to Smiths Knoll including Indefatigable Banks 150,000 Mar.
    [Show full text]
  • The Bbc Trust Report: On-Screen and On-Air Talent Including an Independent Assessment and Report by Oliver & Ohlbaum Associates
    THE BBC TRUST REPORT: ON-SCREEN AND ON-AIR TALENT INCLUDING AN INDEPENDENT ASSESSMENT AND REPORT BY OLIVER & OHLBAUM ASSOCIATES MAY 2008 2 BBC TRUST CONCLUSIONS The issue of talent costs The BBC Trust operates to protect the interests of licence fee payers who pay for and own the BBC. As part of this we seek to ensure quality and value for money for licence fee payers and to challenge BBC management to use everything at their disposal to deliver both. An area where this is particularly complex is the salaries paid to on-screen and on-air talent. During the course of 2006, press reports about presenters’ salaries aroused industry and public concern and led some people to question the BBC’s approach to the talent it employs. This debate was still live when the Trust was established as the BBC’s governing body in January 2007. It was and has remained a topic raised by the public with Trustees during our appearances on radio phone-ins and at public meetings in all parts of the UK. Against this background the Trust commissioned an independent review, conducted by Oliver and Ohlbaum Associates Ltd (O&O), to provide an in depth examination of the BBC’s use of on air and on screen talent. We posed O&O three specific questions: • How do the size and structure of the BBC's reward packages for talent compare with the rest of the market? • What has been the impact of the BBC's policy on the talent market, particularly in relation to cost inflation? • To what extent do the BBC's policy and processes in relation to investment in, and reward of, talent support value for money? We are publishing O&O’s report which seeks to answer these questions, the BBC management’s response to the points it raises and our own judgements informed by this evidence.
    [Show full text]
  • History of the Manchester Ship Canal, from Its Inception to Its Completion
    HISTORY OF THE MANCHESTER SHIP CANAL SIR BOSDIN LEECH to of tbe of Toronto lo. C . -CT : HISTORY OF THE MANCHESTER SHIP CANAL " Floreat Semper Mancunium DANIEL ADAMSON, FIRST CHAIRMAN OF THE MANCHESTER SHIP CANAL COMPANY. Elliott & Fry. Frontispiece. HISTORY OF THE MANCHESTER SHIP CANAL FROM ITS INCEPTION TO ITS COMPLETION WITH PERSONAL REMINISCENCES BY SIR BOSDIN LEECH NUMEROUS PLANS, PORTRAITS AND ILLUSTRATIONS IN TWO VOLUMES VOL I. 1*1 a s MANCHESTER AND LONDON: SHERRATT & HUGHES 1907 THE ABERDEEN UNIVERSITY PRESS LIMITED THESE VOLUMES ARE DEDICATED TO THE LORD MAYOR AND CORPORATION OF THE CITY OF MANCHESTER IN COMMEMORATION OF THE PUBLIC SPIRIT DISPLAYED BY THAT CITY IN COMING TO THE ASSISTANCE OF THE MANCHESTER SHIP CANAL AT A CRITICAL STATE OF ITS AFFAIRS, AND IN THE HOPE THAT THEIR EXAMPLE MAY STIMULATE FUTURE GENERATIONS TO SIMILAR LOCAL PATRIOTISM PREFACE. early struggles and ultimate triumph of the Manchester Ship Canal consti- THEtute a subject of absorbing interest. In the history of Manchester, and indeed of South Lancashire as a whole, no other event or enterprise can compare with it in its far-reaching effects. The story, too, in many respects contains all the elements of a romance. It is the relation of a desperate and almost hopeless fight against opposi- tion of the most powerful and uncompromising character, and it is meet that the names and qualities of the men engaged in the strife, and the nature of the difficulties which they encountered and overcame, should find a permanent record. To rescue both individuals and incidents from oblivion, and to give a connected narrative of the course of events from the conception to the completion of the canal, is the object of the present work.
    [Show full text]
  • BBC Media City General Manager General Manager
    From: To: Cc: Subject: FW: Meat Free Monday Date: 02 June 2017 07:45:12 Attachments: image001.png Hello, This is the main email confirming meat free Monday, but a lot was confirmed verbally. Thanks BBC Media City General Manager General Manager Registered Company Number: 6355228 This email has been sent on behalf of Servest Group Limited, a private limited company incorporated and registered in England and Wales with company number 06355228, or one of its group companies (the “Servest Group”) For specific company registration information for each member of the Servest Group, please visit here This message is intended solely for the addressee and may contain confidential information If you have received this message in error, please send it back to us, and immediately and permanently delete it Do not use, copy or disclose the information contained in this message or in any attachment For information about how we process data and monitor communications please see our Privacy Policy here and for terms of use please see our Terms of Use Policy here From: Sent: 15 March 2017 15:01 To: Subject: FW: Meat Free Monday Hello , Just to confirm hospitality is ok for meat on mondays. Thanks, Area Estates and Facilities Manager BBC Workplace Mobile: Mobex: 6th Floor, Bridge House, BBC MediaCityUK, Salford, M50 2BH To have your say on tomorrow's BBC respond to the BBC Trust consultation here or respond to the Government consultation here Watch and share our film here Follow @BBC From: Date: Wednesday, 15 March 2017 14:59 To: Subject: RE: Meat Free Monday Let’s go with no for now and then review after a month or so.
    [Show full text]
  • Hush Hush Hall Wood Norton in WW2 Page 8
    The newspaper for BBC pensioners – with highlights from Ariel online Hush Hush Hall Wood Norton in WW2 Page 8 June 2015 • Issue 3 BBC Pensions customer Lime Grove Location survey Dubbing Theatre filming Page 2 Page 6 Page 7 NEWS • MEMORIES • CLASSIFIEDS • YOUR LETTERS • OBITUARIES • CROSPERO 02 BACK AT THE BBC BBC Films: making a scene for 25 years As BBC Films turns 25, commissioning exec Joe Oppenheimer – who has been with the department for 17 years – reels in memories of weeping buckets, singing about serial killing and favourite scenes. On a favourite scene... We have a film out in May called Man Up – a romantic comedy, directed by The The new Inbetweeners’ Ben Palmer, that is genuinely funny, genuinely romantic and rather wonderful. There’s one scene that I’ve watched BBC Alumni endless times and it makes me laugh every single time. It is filthy, hilarious, beautifully staged and beautifully acted by Lake Bell, scheme who is unknown to most audiences here, playing against Simon Pegg. I just love it. The BBC Alumni is a free, online community for Joe Oppenheimer, on the set of Broken, says BBC former staff. Films makes movies that otherwise wouldn’t be made. BBC Pensioners’ Launched in November 2014, Association AGM we are a rapidly expanding group of ex- On taking risks… On getting the colleagues from all walks of the BBC. You You have to second-guess so many things A very full house greeted speakers at may have left the BBC but you are certainly – and you’re doing it with a concept lines right… this year’s lively BBC Pensioners’ not forgotten and the Alumni scheme lets rather than a finished film.
    [Show full text]
  • BBC English Regions Management Review 2013/14 Management Review 2013/14 – English Regions
    BBC English Regions Management Review 2013/14 Management Review 2013/14 – English Regions If you wish to find out more about the BBC’s year – including full financial statements and performance against other public commitment – then please visit: www.bbc.co.uk/annualreport Contents 01 Introduction 02 Two minute summary Front cover 04 Service performance As part of BBC Radio Cumbria’s 40th 11 Future Strategy anniversary, the radio station linked up 11 Contacts with the BBC Philharmonic, BBC Outreach 12 Senior management team and the Cumbria Music Service to create a 13 Heads of regional and local programming Cumbria Community Orchestra and Chorus Management Review 2013/14 – English Regions Management Review 2013/14 – English Regions Controller’s introduction ‘‘ We want to do all we can to play our part in helping all forms of local journalism to flourish not only inside the BBC, but outside it too.’’ Throughout the mayhem of the winter rain, the storms and In the year ahead, our specialist network of political journalists the flood surges audiences depended on our teams for news will report on, aim to make sense of, and seek to engage people and crucial information. It was a strong example of the special in the stories which matter to local communities ahead of next responsibility we have in keeping communities in touch, but year’s General Election. We will reflect the excitement of the it was also another demonstration of the unique, and highly Commonwealth Games and other major sports events. And we prized emotional bond we have with our audiences.
    [Show full text]
  • A Quantitative Analysis of Red Button Television Content in the UK
    Pushing the button: A quantitative analysis of red button television content in the UK Submitted in partial fulfilment of the Requirements of the Degree of Doctor of Philosophy. July 2014 Andrew Fox 1 Table of Contents Abstract p. 8 Chapter 1: Introduction 1.1 Introduction p. 10 1.2 Technohype p. 11 1.3 Internet Television p. 13 1.4 Television and Interactivity p. 14 1.5 Research Aims p. 17 1.6 Field Interviews p. 18 1.7 Thesis Structure p. 18 Chapter 2: Theoretical framework and literature review 2.1 Introduction p. 20 2.2 Has the sociological position of television changed? p. 20 2.2.1 ‘The Death of Television’ p. 21 2.2.2 Convergence p. 23 2.2.3 Uncertain future p. 26 2.3 Is interactive television happening and if so why? p. 29 2.3.1 Institutional attitudes p. 29 2.3.2 Regulatory policy p. 33 2.4 What does interactivity mean for television? p. 38 2.4.1 Participatory experience p. 39 2.4.2 Individualistic experience p. 43 2.5 What does interactivity mean for television content? p. 46 2.5.1 Enhanced content p. 46 2.5.2 Freedom of choice p. 48 2 2.6 What does interactive television mean for the audience? p. 50 2.6.1 A more questioning audience p. 51 2.6.2 An everyday experience? p. 52 2.6.3 Choice means responsibility p. 55 2.7 What does interactive television actually offer? p. 57 2.7.1 Defining ‘interactivity’ p. 58 2.7.2 Forms of interactive TV p.
    [Show full text]
  • An Economic Review of the Extent to Which the BBC Crowds out Private Sector Activity
    An economic review of the extent to which the BBC crowds out private sector activity A KPMG Report commissioned by the BBC Trust October 2015 FINAL REPORT Important Notice This report (‘Report’) has been prepared by KPMG LLP in accordance with specific terms of reference (‘terms of reference’) agreed between the British Broadcasting Corporation Trust (‘BBC Trust’ or ‘the Addressee’), and KPMG LLP (‘KPMG’). KPMG has agreed that the Report may be disclosed to third parties. KPMG wishes all parties to be aware that KPMG’s work for the Addressee was performed to meet specific terms of reference agreed between the Addressee and KPMG LLP and that there were particular features determined for the purposes of the engagement. The Report should not therefore be regarded as suitable to be used or relied on by any other person or for any other purpose. The Report is issued to all parties on the basis that it is for information only. Should any party choose to rely on the Report they do so at their own risk. KPMG will accordingly accept no responsibility or liability in respect of the Report to any party other than the Addressee. KPMG does not provide any assurance on the appropriateness or accuracy of sources of information relied upon and KPMG does not accept any responsibility for the underlying data used in this report. No review of this report for factual accuracy has been undertaken. For this report, the BBC Trust has not engaged KPMG to perform an assurance engagement conducted in accordance with any generally accepted assurance standards and consequently no assurance opinion is expressed.
    [Show full text]
  • "Long Since, When All the Docks Were Filled with That Sea Beauty Man Has Ceased to Build" J.Masefield
    LIVERPOOL N A U T I C A L RESEARCH SOCIETY "Long since, when all the docks were filled with that sea beauty man has ceased to build" J.Masefield ~IS, NOTES AND QUERIES Vol.XIII (New Series) No.1 January-March 1969 THE WRECK OF THE MISSOURI On the 17th February 1886, the screw steamer MISSOURI owned by the Warren Line cleared from Boston for Liverpool. She had been on this run for five years carrying cattle and general cargo to Liverpool, a trip which took about twelve days on average. A handsome iron built screw steamer, MISSOURI had come from the yard of James Connell on the Clyde in 1881. She had a length of 425ft., a gross tonnage of 3,332 and in addition to her engines she had a four masted barque rig. On this particular voyage she carried 395 head of cattle and 4,000 tons of general cargo, comprising bales of cotton, sacked flour, palm oil tallow, and a large quantity of provisions. In addition to the crew of 64, there were 18 cattlemen to look after the beasts. At a later date it transpired that there were also three stowaways aboard. The Master of the MISSOURI, Captain Poland had commanded the vessel since she came into service. Before that he had spent six years in command of sailing vessels in the Indian. Ocean. The Company had a very high regard of his capabilities. - 1 - By the 28th February MISSOURI had reached the Irish Sea, and at 8 p.m. was ~ miles from the 'fuskar Rock with a gale blowing.
    [Show full text]