Autumn Statement 2023

Lord Sherbourne of Didsbury Excerpts

Wednesday 29th November 2023 Lords Chamber

[Lord Sherbourne of Didsbury (Con)]

My Lords, it is always a great pleasure to follow the noble Lord, Lord Desai. He always makes everything sound so seductive and simple.

This afternoon, we have heard many speeches from noble Lords welcoming the excellent provisions in the Autumn Statement. I therefore hope that the Minister, whom I also welcome warmly to the Treasury, will forgive me if I do not go down that avenue, because I want to focus on one point this evening, and that is the national debt that we have in this country. We are, at present, paying £100 billion a year servicing the debt. That is £100,000 million, or 10% of government revenue, and it does not pay for a single service. It is more than we spend on education, twice as much as we spend on defence and five times as much as we spend on local government, housing and communities. Of course, government spending is still outstripping government revenue, so each year we go on adding to our total national debt.

Imagine you have built up a huge credit card bill and that you cannot pay the interest, so you have to borrow to pay. That adds more to your debt and eventually the bank is going to say that you cannot go on borrowing. Germany is already in some difficulty. It has a constitutional court which constrains it, of course, but there may well be an emergency budget in Germany, and that may well put at risk its coalition Government. On Monday, here in the UK, the chief executive of JP Morgan described America’s fiscal stimulus as “drugs in the system”. He is reported as having said:

“we’re now spending a lot of money … That money is like heroin”.

There are only two ways to deal with overspending: more borrowing, which the Government are committed to reducing; or more taxation, and we should not pile more taxes on business or individuals. The answer has to be control of public spending. That means that this Government, and any Government, must sometimes say no. It is not easy, especially for Ministers in this House, because they are then given a very hard time by Members opposite. If there were to be a Labour Government —I hope there will not be, but if there were to be—we would soon see what stuff Labour Ministers in charge of spending departments were made of. I suspect they would be under enormous pressure to give in, and we would end up with higher taxation.

I want to make two observations about public spending. First, I believe that recent decisions to ring-fence the spending of certain government departments is unhelpful. Economic circumstances change. Priorities change. Giving some government departments protected status means that they are let off the hook in having to argue their case against competing and often more deserving demands from other government departments. My second observation is that it is very easy to call for efficiency savings, but these rather glib words conceal the deep-seated and complicated workings of public bodies. Take, for example, the health service. Yes, for millions of patients, NHS nurses and doctors provide outstanding care, but talk to them and they will often complain about lack of executive grip and lack of accountability, despite—or maybe because of—the layers of management. I accept that public bodies have a real difficulty because they are not subject to the market and competitive pressures, which should keep a commercial company on its toes.

Another problem is the difficulty which public bodies often have in letting go people who, decent and honourable as they may be, are not really up to the job. Only today, the National Audit Office is reported as saying that one in five government departments did not know how many underperforming workers they had, and that a majority did not know what happened to staff who were told to improve. If public bodies are to become more efficient and to manage resources better, there will have to be fundamental changes in administration, in personnel and in culture, and that cannot be done quickly. It will take time. The public sector needs executive managers with the right business experience and expertise. We already have some, but we need more, we need to retain them and we need to attract them. Of course, rewarding people of talent at all levels costs money, and public services cost money, so if we are going to cut borrowing and avoid further taxation, we will soon have to answer one of the toughest questions of the next Parliament: what should the state do and what should the state not do?