jra wrote:Cannydc wrote:As soon as I hear "Brown sold a shitload of our gold" I know exactly what I am dealing with.
Actually Brown sold about 395 tons of gold over 17 auctions from July 1999 to March 2002, at an average price of about US$275 per ounce, raising approximately US$3.5 billion.
$3.5 billion. Don't miss the decimal point.
To put that in context, HS2 alone is expected to cost thirty times that. May's annual deficit is running at twenty times that. Not only was it the veritable spit in the bucket, but it also gave us Euro assets which quickly rose in value.
And I repeat, Blair and Brown were forced to prioritise spending on an infrastructure devastated from 1979 - 1997.
Infrastructure devastated. I don't think so. That had already been done under the Conservatives and Labour.
It's not the cost of the gold sale versus HS2. It is about the fact the gold was sold well under market value compared with historical values.
https://en.wikipedia.org/wiki/Sale_of_U ... %80%932002Labour have under-invested in our railways over the last few decades just like the Conservatives.
I'm sorry you don't think so.
Rollup has already pointed out the realities.
By 1995, whole areas of Britain, especially in the north, had water shortages, having nothing to do with weather. In summer 1995, despite adequate rainfall, reservoirs were empty; in some areas, water had to be trucked in to consumers, at exorbitant costs. The winter of 1995-96 saw pipes burst, because of lack of replacement and upgrade, all over northern England, parts of Scotland, and Wales. Thousands of households had no water.
Thatcherite "reforms" de facto ended the National Health Care System, removed resources, and mandated 500 separate Hospital Trusts to "compete for efficiency." Emergency hospital admissions rose by 13% over four years. But, from 1991-95, some 9,000 acute-care beds were lost, 7% of the total. Patients turned away; emergency units closed. In 1995, emergency admissions rose by more than 6%, but funding for emergency work had been cut by 1-2%.
Electricity became more expensive and unreliable. In real terms, user prices rose each year until 1993.
As the physical economy was being looted , record profits were being posted by "public" utilities now owned privately. Some examples: Southern Water is posting, for 1995, a 15.5% jump in pre-tax profits (to£165.6 million) and a 22% jump in dividends.
Among the new power companies, the average dividend per share jumped by 82% between April 1991 and April 1995. National Power shareholders' dividends were up by 45% since it began; directors are all gettingshare options, bonuses, and pay hikes. (National power accounted for 25% of all electric generation.)
These privateering rates came from drastic cuts in workforce and investment. In the electricity sector, the workforce was cut from 144,000 down to 85,000. National Power cut its workforce from 16,000 to 4,700. In the north of England, the new private water companies cut the workforce by half.
In 1995 alone, capital spending on infrastructure maintenance and modernization fell by nearly a fifth, in real terms, in the gas, electricity, and water sectors-now mostly all privatized.
This followed declines in capital spending of 5% in 1993, and 13% in 1994.
Even the most vital public health measures were cut, such as rat control. One water company cut annual spending on vermin control by 40%, compared to the pre-privatization level. Another no longer took preventive measures, but only responded to individual complaints. Yorkshire Water cut its rat-baiting budget every year, but increased its dividend to shareholders.
There was a revolving door between high Thatcher government officials involved in shaping deals, and plum positions in the newly privatized industry. Peter Walker, Thatcher's agriculture minister, who supervised the deregulation of animal feed standards (1979-83), was energy secretary from 1983 to 1987, during which time British Gas was privatized. In 1990, Walker, within one month of resigning from the cabinet, joined the board of the U.K.'s major livestock feed company, Dalgety PLC, and became a director of the privatized British Gas Corp.