A Practical Programme for Jersey
(Plain English Version)
Practical reform – focused on delivery
Introduction: Making Jersey Work Better
Jersey works hard.
We can see it in our public services, in local businesses, and in our communities. But we can also see that things are not working as well as they should.
People are waiting too long for care. Housing is expensive. Businesses struggle to find staff. These problems may look separate, but they are connected.
Over time, this has created a pattern many people recognise. Costs keep rising. Pressure does not go away. And problems are often managed, rather than properly fixed.
After 40 years in public service, including as a registered nurse, I have seen both the strengths of our system and where it falls short. People work hard. But hard work is not enough if the system itself is not designed well.
Jersey does not need more promises. It needs systems that work – reliably, and over time.
This manifesto is built on a simple idea. It is not a list of new promises. It is a plan to make the system work better.
It is about improving what we already do, and doing it more sensibly.
Good government should be sensible, fair, and responsible. It should use public money carefully and focus on what actually works.
Jersey has the resources it needs. The challenge is how well we use them.
If we make our systems work better together, we can improve everyday life across the island.
1. Making Government Spending Sustainable
Jersey has money, but we are not always in control of how it is used.
Spending has gone up over time, but results have not improved in the same way. People notice this when services still feel under pressure.
This is not about spending more or less. It is about spending in a way that works.
If we are not honest about what we can afford, we will not be able to deliver what we promise.
A sensible approach means keeping spending in line with how the economy is performing. If spending grows faster than the economy, problems will build up over time.
This applies to the whole system, not just government departments. It also includes Arm’s Length Bodies and States-Owned Entities, which are a big part of how services are delivered.
If different parts of the system follow different rules, it becomes harder to stay in control.
Better planning can help. Looking ahead over several years makes it easier to set priorities. Linking funding to results helps make sure money is used well. Strong financial oversight helps make difficult decisions earlier.
When spending is controlled and well managed, the system becomes more stable and easier to improve.
2. Reshaping the Public Service Workforce
In Jersey, public services are close to people’s daily lives.
We see them in hospitals, schools, and other services we rely on. When they work well, life runs smoothly. When they do not, people feel it quickly.
Even though people are working hard, pressure has not reduced. Costs are rising, but services are still stretched.
This is not just about having more staff. It is about how the workforce is organised.
Many systems are still set up in ways that no longer fit today’s needs.
Adding more people to the same structure does not fix the problem.
A sensible approach is to redesign how work is done.
This means using technology to reduce paperwork, allowing staff to focus on their main roles. It means organising teams around results, not just departments. And it means making sure people can use their skills fully.
In Jersey, everything is connected. When one part of the system struggles, it affects everything else.
We also need to think about the future workforce. Jersey competes with other places to attract people. That means valuing key roles properly, especially in health, care, and education.
In the long term, the most reliable workforce is one we train locally. People who train here are more likely to stay here.
This helps both public services and the wider economy.
3. Expanding Care Capacity Through Partnership
Jersey has a strong care system, but it is under pressure.
More people need care, and needs are becoming more complex. At the same time, services are spread across different organisations, which can make things harder to manage.
This can lead to delays and confusion for patients and families.
A more sensible approach is to organise care around people, not buildings.
More care should happen at home or in the community, with the right support in place.
This requires better coordination between services, clearer pathways for patients, and a focus on results rather than structures.
When services work together, pressure reduces. When they do not, problems grow.
Technology can help people stay independent for longer. But it only works if the wider system supports it.
Working in partnership – between public services, private providers, and charities – can make better use of the capacity we already have.
Done well, this creates a system that is easier to use and more sustainable.
4. Investing in Charities and Social Enterprises
Many important problems are first seen in the community.
Charities and social enterprises often notice issues early and respond quickly. They understand local needs and can act before problems get worse.
But they are not always treated as a central part of the system.
A more sensible approach is to recognise that prevention matters.
When problems are dealt with early, they are easier and cheaper to manage. When action is delayed, the cost increases.
This means working more closely with charities and giving them more stable support. It also means using their knowledge when designing services.
This is not about adding new services. It is about using what we already have in a better way.
Strong communities are part of how the system works – not separate from it.
5. Backing Island-Based Businesses
Jersey has a strong economy, but it is not evenly balanced.
Some local businesses find it hard to grow. At the same time, a lot of money leaves the island.
Public spending has a big impact on this.
Government and public bodies buy many goods and services. These decisions shape the economy.
A sensible approach is to use this spending to support local businesses where possible.
This does not mean excluding outside companies. It means giving local businesses a fair chance and helping them compete.
Good policy is not defined by intention, but by whether it works in practice.
Stronger local supply chains make the island more resilient. They also keep more value in Jersey.
Economic policy is not separate from public services. It is part of how they operate.
6. A Jersey Bank: Keeping Capital Working on Island
Jersey handles large amounts of money through its finance sector.
But not much of that money is used to support local projects.
This creates a gap between financial strength and local investment.
A Jersey Bank could help close that gap.
It would support long-term investment in areas like housing, infrastructure, and local businesses.
It would not replace existing banks, but work alongside them.
By reinvesting money in Jersey, it would help create a stronger and more stable economy.
This is a practical idea based on using what we already have more effectively.
7. Making Andium Rents Fairer
Housing affects people’s daily lives more than almost any other policy.
The current system links social housing rents to the private market. As market rents rise, so do social rents.
This has put pressure on many tenants.
A more sensible approach is to create a better balance between affordability and financial stability.
Housing should provide security, not uncertainty.
This means reviewing how rents are set and making sure they reflect what people can afford.
Housing also affects the wider economy. It influences where people can live and work.
A fair and stable system supports both individuals and the island as a whole.
8. Delivering the Island of Longevity
People in Jersey are living longer, and that is a good thing.
The question is how we respond to it.
Longer lives are often seen as a cost, especially for health and pensions. But they also bring opportunities.
People can stay active for longer, contribute more, and take part in community life.
A sensible approach is to plan for this.
Health, housing, work, and community life all need to work together.
Preventing illness helps reduce future pressure on services. Supporting independence helps people stay active.
New economic opportunities can grow around health and wellbeing.
When these areas are connected, they strengthen each other.
Longevity then becomes something positive to build on, not just a problem to manage.
Conclusion: A Programme for Delivery
This is not a manifesto of separate promises.
It is a plan for how systems can work better together.
Each part supports the others. Together, they form a coherent programme.
At its heart is a simple idea: Jersey works best when it is sensible.
That means making decisions based on evidence, using resources carefully, and thinking about the long term.
Sensible decisions made early prevent harder choices later.
I am standing as an independent candidate for Senator.
You will have up to nine votes. If this approach makes sense to you, I would be grateful if you would consider me as one of your nine.
And I hope to earn your support.
Practical reform. Realistic. Responsible. Focused on delivery. Sensible.
