I beg to move,
That this House has considered the future of the RNLI and independent lifeboats after the covid-19 outbreak.
It is a pleasure to serve under your chairmanship, Mr Hosie, and I thank you for being here. Across the United Kingdom, there are 60 independent lifeboat stations and 238 Royal National Lifeboat Institution lifeboat stations, covering more than 19,000 miles of our coastline. Each of those stations protects and serves coastal communities and those who choose to visit our spectacular coastline. Any Member of Parliament who is fortunate enough to represent a coastal community has become well accustomed to the sight of lifeboat crews on training exercises or responding to an emergency call-out. We should all be aware of the important work that the RNLI and our independent lifeboats do, and comprehend how incredibly difficult 2020 has been for that frontline emergency service. There can be no more emotive sight than witnessing the launching of a lifeboat with its crew of volunteers responding at speed from their day jobs, and heading at pace to an emergency situation of almost unknown proportions. A single call from the coastguard operations centre puts into action months and years of training. Crews are mustered, boats are launched in record time, and victims are reached at eye-watering speed. That rapid response system, delivered by volunteers who are on call 24/7, 365 days of the year, is supported by a comprehensive lifesaving network of stations covering the whole United Kingdom.
The purpose of the debate is to recognise the challenges that covid-19 has placed before independent lifeboats and the RNLI, but also to celebrate the important and extraordinary work done by our lifeboat crews across the country. I have a number of suggestions for the Government, and for Members of Parliament, and I hope that we shall be able to build on today’s debate to give further support, and act to ensure that our lifesaving coastal coverage is never compromised.
I should probably start by highlighting the differences between the RNLI and our independent lifeboats. As we all know, the RNLI is a long-standing organisation
founded in 1824 by Sir William Hillary. Its establishment has led to the saving of more than 143,000 lives, the creation of an international arm that seeks to prevent drowning, and the setting up of 238 lifeboat stations comprising 445 lifeboats, including 164 all-weather lifeboats, 274 inshore lifeboats, and seven hovercraft. According to its latest statistics, in 2020, up to July, the RNLI had launched its lifeboat crews 3,143 times—equivalent to 16 times a day—saved 95 lives and assisted 584 people at sea.
Remarkably, those results come at absolutely no cost to the taxpayer. The RNLI, as a charitable body, is reliant on donations from members of the public, and generous legacies. In 2019, it raised £52.4 million through donations, and £126.5 million through legacies, while it has an expenditure of £181.5 million. However, the RNLI expects a 20% decline in annual income by the end of 2020. As a result of covid, fundraising activities have been restricted. RNLI shops have been closed, and the legacies that make a significant proportion of its budget are expected to decline. Alongside that, there has been a significant fall in expenditure—17%—with the temporary closure of the RNLI college, and reduced lifeguard cover on beaches because of a shorter season. Thirty per cent. of RNLI staff have been put on furlough or other wage subsidy schemes, and there has been a halt to building development, and a pause in boat construction. The RNLI has, as an organisation, been able to build up healthy reserves over the years. While it is fiercely independent without Government funding, I would like to make it clear that the purpose of this debate is not to change any part of the RNLI’s funding structure. My concern is not the provision of the services that the RNLI is able to roll out this year, but what will be the impact of 2020 in 2021, and what lessons we have learned from this period over 2020. Expenditure will have to rise again, as training, infrastructure development and new equipment purchases cannot be put off indefinitely. Ensuring that the RNLI continues to benefit from strong public support will be essential in maintaining those services.
The Government can play their part. By bringing the RNLI into the fold and upgrading the channels of communication, we can improve its ability to respond rapidly to situations. I propose that the RNLI be included in the fold with the four paid emergency services regarding the level of information and communication it receives. That information and communication must come before policy implementation. An example over the summer could not be more clearcut: the RNLI came under sustained attack by the media for not being able to provide 100% lifeguard coverage on our beaches. The Government were at fault, because they failed to give significant advance warning to the RNLI about changes to lockdown measures. The RNLI was not at fault, and responded in an extraordinary way. Fortunately for all of us, its response ensured that 177 beaches had lifeguard coverage: a remarkable achievement that shows not only the RNLI’s resilience but its flexibility in responding at times of crisis.