Competent government

For me, the essential tasks of government are clear and unchanging. Any administration must:

• make the right policy decisions,

• implement those decisions effectively,

• deliver public services to a high standard,

and do all of this efficiently, transparently and with accountability.

Unfortunately, Jersey’s political system has too often failed to meet these basic expectations. The most striking example is the long‑running hospital saga. In 2012, the States Assembly decided that the existing hospital was not fit for purpose. Since then, sites have been selected and abandoned at enormous cost. Years have been lost, millions have been wasted, and the new hospital will not be operational until 2028 – sixteen years after the original decision. This is not acceptable.

The bungled ferry tender process is another example – leaving Islanders with a poorer service and higher prices in the shops.

There are many other examples of poor governance. Policies have been agreed without any plan for implementation, resulting in wasted expenditure and public frustration. The carbon neutral roadmap is a clear illustration of this problem: a policy with ambition, but with targets that could not possibly be achieved and with no significant actions being taken to make even modest progress.

Policy proposals are regularly put to the States Assembly without any analysis of their likely cost or impact. Too often, decisions are made without understanding the financial consequences for government, businesses or households. At the same time, the Assembly spends excessive time discussing itself, debating internal matters or pursuing individual members’ pet schemes, rather than focusing on the issues that matter most to Islanders.

The States decision tracker tells its own story. It lists 149 decisions that have not been implemented, the earliest dating back to 2018. Many have deadlines that have long since passed. This is not the record of a system that is functioning well.

The people of Jersey deserve a government that functions with competence, discipline and accountability. Public services must be delivered efficiently, and major decisions taken promptly by ministers who work together as a unified team. Policies should be joined‑up across departments, avoiding duplication, contradiction and waste.

An immediate first step is that no proposition should be brought before the Assembly without an analysis of its planned benefits and likely costs, not only to government but also to people and businesses.

Good government also requires strong partnerships. Relevant business and third‑sector organisations should be fully involved in shaping policy and delivering solutions. Ministers should be able to draw on the expertise of local people as permanent advisers where appropriate. Jersey has a wealth of talent and experience; government must make better use of it.