Lack of new homes across all tenures remains our most important existential issue. Lack of homes affects our community, economy and public sector in the most profound ways. The lack of supply has also worsened the affordability of homes. Guernsey people are being priced out of living in Guernsey. At the same time, those on mortgages and with their wealth linked to their homes in later life cannot afford a collapse in house prices, which may send their mortages into negative territory. The chronic undersupply will take years to correct and needs to be an all-island effort.

My consistent view is that we need to be laser-focused on building homes. The Guernsey Housing Plan will need a major refocus so it deals 80% with home-building and 20% with other matters. The latter may be important but we simply do not have the resources, money or the time to disperse our attention too broadly. The task of ensuring we have 1500 homes required under the States Strategic Housing Indicators (the SSHI) is already too monumental to achieve with peacetime tools and our system of government.

Below are some of the key action that needs to take place to move the needle on homebuilding

Unlock land supply through the IDP review

My work on Planning has demonstrated the importance of ensuring we have more sites allocated for housing. The land supply projections clearly indicate a significant need for land for Affordable homes. There is also a need to ensure we have mixed-tenure developments and that those Affordable housing sites coming through are financially viable.

The DPA has gone through two rounds of consultations with the public to understand which sites would be the best and most acceptable. It is a hard task to please everyone. We have listened to the consultations and made various changes to the proposals. I hope the next DPA will build on the foundations and quickly hit the ground running o ensure that the IDP review progresses quickly and the States debate takes place in April 2026.

Supporting higher-density development where appropriate

We are the smallest island in the Crown Dependencies and land constraints will remain an issue unless we want to turn into Singapore where 30% of its land mass is now reclaimed. We simply cannot afford to continue building low-rise homes with gardens as our default design standard without covering all of Guernsey’s remaining greenfield land.

Prioritising higher-rise sympathetic development, especially in mixed-use larger sites is necessary. Flats are not necessarily cheaper to build but they are able to provide more units of one and two-bedroom accommodation that is so desperately needed. Housing sites such as the Data Park can provide a perfect setting for a mixed-tenue, mixed-design community as outlined in the St Sampson Strategic Development Framework.

However, higher-rise will also mean that some of the amenity such as green spaces and storage that households want to have may be compromised. We need to ensure that development where such amenities are not available on site have access in close proximity. Any biodiversity loss attributable to development could also be compensated elsewhere on island.

With this in mind, I would support looking into a Community, Infrastructure and Biodiversity levy, broadly inspired by the Community Infrastructure Levy (CIL) in the UK. This may be a flat fee on development of units (excepting householder development) that would contribute to improvement in community and infrastructure amenities in the vicinity of the development as well as providing green spaces and offsetting biodiversity loss.

In sum, we can build denser communities without a loss to amenity but this will require nothing short of a wholesale shift in the way we plan and fund development, infrastructure and amenity improvements. The vision outlined by the St Sampson Strategic Development Framework is a move in the right direction.

Delivering enabling infrastructure and subdividing large sites

None of the larger sites ringfenced for development through the IDP review in 2016 has been developed. Part of the reason was attributed to the infamous policy GP11, which required a contribution of Affordable Housing from all developments but this was paused in 2024. Larger sites can come with many constraints, including the requirement for significant infrastructure investment such as roads and utilities. For decades now, it has been expected that this burden would fall on the developer, which would inevitably be passed onto the prices of homes for the residents. This is not equitable or fair because infrastructure like roads and green spaces will also be used by non-residents. Any significant upgrades to the utilities will improve the wider network capacity and make windfall, infill development and sub-divisions more possible.

Historically, public infrastructure like road network has been funded by the taxpayer. For larger sites, we should be reviewing the case for upfront public infrastructure investment because it acts as enabling investment to bring housing and other mixed-uses forward.

I am pleased to see the Policy & Resources committee putting forward plans to build a road network through the Data Park, something I have been talking about with deputies for a while.

In addition, Guernsey does not have many large construction companies who are able to take on larger projects. We have consistently heard a call for the Planning Authority to allocate smaller sites for development. While this is necessary, we can also look at approaching larger sites through a different model where the States or a development corporation will put the enabling infrastructure in and sub-divide the sites into plots that smaller developers can get their teeth into.

This type of more phased and flexible approach will work better with the structure of our construction industry and is common elsewhere.

Improve access to financing for developers

Larger developments come with higher financing risk, while for smaller developers it can be too big of a jump to go from developing one or two homes to looking at 5-10 unit projects. Housing is an essential asset for our economic prosperity and property has been a popular asset class. The States is able to secure borrowing at cheaper rates to the private sector. I would favour looking further into the idea of structuring a new investment vehicle like a Housing Bond that seeks to blend public and private financing. This blended-finance approach can provide the much-needed funding to underwrite the volume of homebuilding that we need in the next 5-10 years.

We already have a precedent for creating investment vehicles such as the Guernsey Investment Fund (GIF) with two cells (technology and commercial property) with a mandate to invest in Guernsey. With housing being our most important priority, why are we not helping structure financing to ensure our own economy benefits directly from locally-focused financing solutions?

It feels an anathema that being an international financial services sector we are not very good in structuring our own financing solutions for domestic needs and that the vast majority of the States’ Investment Portfolio is allocated off-island? We have got a strong balance sheet that we can leverage to invest directly in our economy for the benefit of generations to come.

Review the keyworker housing policy

Keyworker policy is an area of discontent. Firstly, because what is “keyworker” has not been defined and would be difficult to draw a fair boundary around. Second, because it’s based on discriminatory principles where certain benefits, such as rent allowance are made available to some workers but not others. For example, if you are local resident working in health and education, you would not get access to the rent allowance, while if you are a foreign worker coming on a work permit, you will be entitled to that and other relocation benefits. In addition, foreign keyworkers may get access to accommodation that is not available to local keyworkers.

In a time of very tight demand and supply market for homes, rent allowances are seen as contributing to inflationary pressures on the rental market, which is already unaffordable to many.

I would welcome a wholesale review about how we approach keyworkers and ensure we don’t perpetuate an unfair and discriminatory system to the local population, especially ensuring we don’t discriminate between local and foreign keyworkers.

Fast-track planning for major applications

My experience in Planning has shown me that we have some excellent planning officers with a lot of experience. They have to deal with a large volume of applications each year while trying to deliver a consistent and balanced determination against the often competing policies of the IDP review. We have made a big effort to streamline Planning this term bu increasing the number of exemptions, reducing the requirement for Development Frameworks and proposing to streamline the IDP review process.

However, more can be done and fast-tracking applications for 5+ units is an area that I think need prioritisation. Industry has been asking for more face-to-face meetings, in-person site visits and having a group of senior planners working on planning applications together rather than overreliance on single officers.

If, on the other hand, we better automate some of the more minor applications thanks to the Digital Portal and AI integration, we can ensure planning officers’ time is spent mostly on the “larger” housing allocation sites (5 units +).

Prioritise development on States’ owned land

To tackle our housing crisis, we must make better use of the land we already own. I will prioritise unlocking key States-owned sites—such as parts of the Castel and King Edward hospital grounds, Raymond Falla House and Swissville—for well-planned housing development. These sites offer a vital opportunity to deliver mixed-tenure homes that meet the needs of islanders at different life stages, from young families to older residents. Developing Raymond Falla House into the Children and Community Hub will enable to relocation of services from other sites such as Lukis House and Swissville, freeing them up for development.

Castel Hospital is a large site with a lot of opportunity and potential. The listing of the main building is not a barrier to development elsewhere on the site, while the listed granite structure is a perfect shell for flats.

The Castel, King Edward and Perruque house are part of the proposed extension of the L’Aumone Local Centre and also contain important open land which will help provide amenity and green spaces as part of the residential and medial hub development.

By focusing development on publicly owned land, we can move faster, avoid overburdening small parishes, and ensure high-quality design that reflects community priorities. We must lead by example—demonstrating that it’s possible to build the homes Guernsey needs while protecting our countryside and improving public infrastructure in parallel.

Introduce proportionate rental housing standards regulation 

Guernsey needs a fair and balanced approach to rental housing standards—one that protects tenants without creating unnecessary burdens for landlords. I support the introduction of proportionate minimum standards to ensure all rented homes are safe, dry and fit to live in, while avoiding excessive red tape that could drive good landlords out of the market.

Most landlords already meet high standards and provide an essential service to our community. Regulation should support them—not penalise them—by being clear, consistent and practical. A targeted framework focused on addressing the small minority of substandard properties will improve tenant wellbeing, reduce health-related costs, and raise overall confidence in the sector. It’s about getting the basics right, not overreaching.

We should avoid States’ intervention into private homes outside of the rental market.

Invest in secondary education: reduce class sizes, boost maths support, evolve school governance and make a clear Sixth Form decision

After many years of uncertainty and unheaval, investing in secondary education is essential to improving outcomes and ensuring every student reaches their potential. I would favour a move to smaller class sizes, which will cost us more but help create a more supportive learning environment, allowing teachers to focus on individual needs and engagement. Targeted support for core subjects like maths may also be needed to help build foundational skills that open doors in both further education and the workforce. I am a strong supporter of the continued evolution of the school governance model that the Assembly endorsed this term, to empower leaders, increase accountability and encourage more innovation within schools.

A decision on funding and location of the Sixth Form will be needed urgently—students, parents, and teachers deserve certainty and stability and there is no better long-term investment than into education. I am willing to find a compromise solution to ensure this decision is made early in the political term and work with colleagues to help make that happen.

I am excited to see the completion of the new campsus at Les Ozouets for post-16 vocational training. The recent growth in apprenticeship pathways is very welcome and I believe needs to be further expanded. I would like to see the IT and Computing course to be superseded by a series of apprenticeships that provide on-the-job learning in real-life environments.

Complete Early Years and Primary phase review

Developing a comprehensive Early Years Strategy and completing the Primary phase review are essential to creating a coherent and effective foundation for lifelong learning. These formative years are when children develop the core cognitive, emotional and social skills that shape their future academic success and overall wellbeing. With the student numbers falling and projected to fall at a higher rate than previously modelled, this may require decisions around the consolidation of schools. However, I am keen that we take into account a wide range of factors in making such decisions. Ensuring schools remain a focal point for local and main centres and are easily accessible by active travel for students.

The Early Years care is most provided by the private sector with very limited taxpayer funding focused on the 15-hour free provision for the year before reception. The childcare sector is experiencing significant challenges and government support may be necessary to ensure a smoother support and transition into States-funded primary sector.

Launch the Skills Strategy and Skills Guernsey

A lot of groundwork has been undertaken between the Committees for Economic Development and Education, Sport and Culture in developing a Skills Framework this term. One of the key recommendations from that work was to establish and arm-length Skills Guernsey will to ensure we have a coordinated body that could work with government, industry, community organisations and islanders to ensure a coordinated approach in developing and executing a long-term Skills plan and equipping people with the right tools for a changing economy‚ whether through technical training, re-skilling or lifelong learning.

Establishing Skills Guernsey should remain a key priority and it is disappointing that the current Policy and Resource Committee chose not to provide the funding for its establishment despite years of work by CfED and CfESC. I would continue advocating for the establishment of such bodies because I have seen the benefit of governance structures that ensure industry and community participation and this will be key to its success.

Stabilise the childcare sector and improve access to childcare and holiday care benefits

The Committee for Economic Development commissioned an independent study into the childcare sector, which was undertaken by Island Global Research. This study helped document the many challenges the sector is facing, including recruitment, regulation and the flat-fee funding model for the 15 hours free provision. The study showed low availability of support for children under 2 as well as the challenges in supporting children with SEN, without any government support.

Stabilising the childcare sector and improving access to affordable care will help working families balance employment with family life. It also supports child development and broader social inclusion from the earliest stages. It will be important that the recommendations from this study are taken into account by the next Committees for Education, Sport and Culture as well as Health and Social Care, who are jointly responsible for the Early Years provision, as well as the future Committee for Economic Development with responsibility over labour skills, together with the wider piece of work on participation that will need to progress further.

Expand and promote Guernsey Work Experience (GWEX) to connect students with real-world opportunities

Lack of work-ready skills in young people was highlighted as one of the areas that needed attention through the research undertaken to develop the Skills strategy. Expanding and actively promoting the Guernsey Work Experience (GWEX) programme could be key to helping young people bridge the gap between education and employment. This is a program run by the Committee for Education, Sport and Culture but there is currently not a lot of public information about it.

By connecting students with local employers across a diverse range of sectors, GWEX can provide invaluable exposure to the realities of the workplace, helping students understand the skills, attitudes and behaviours that employers value. These experiences not only build confidence and aspiration but also make classroom learning more relevant by showing how academic subjects apply in real-life settings. In a small island economy, building early links between young people and employers also strengthens community ties and improves future recruitment pipelines. By enhancing the programme’s reach and ensuring all students have access to meaningful placements, we can support smoother transitions into the world of work, improve long-term career prospects, and help our young people feel confident, capable, and motivated to contribute to Guernsey’s future.

Different events, taster days and short work experiences could be provided from Year 7, with proper internships or short work placements available from the age of 16.

Make a firm decision on the location and future of the Commercial Harbour

The future of Guernsey’s Commercial Harbour is a strategic decision that can no longer be delayed. It is crucial to enable development in both St Peter Port and St Sampson harbours and enable the vision behind both the Guernsey Development Agency plans and the Local Planning Briefs for the two harbours.

This decision needs to take into account the updated warnings on long-term flood risk, something that must become more of a central planning issue going forward to protect our critical infrastructure, marinas and both towns.

Expand the Agency’s remit to include housing development in St Sampson

Expanding the Development Agency’s remit to include housing in St Sampson allows for joined-up thinking across regeneration and residential needs‚. The vision behind the St Sampson 2035 Strategic Development Framework requires a delivery vehicle to undertake significant regeneration and development that is possible in that area. However, it needs to be done in a joined-up manner, taking into account the whole area rather than through piecemeal development. It needs to ensure St Sampson is a great place to live for all and this will need to address the major infrastructure and traffic constraints that currently exist. It allows for a forward-thinking placemaking approach that can create a whole new community centre while supporting the Bridge Main Centre.

Advance the energy transition by supporting offshore and onshore wind for greater energy independence

Supporting offshore wind projects is an important step toward energy independence and economic opportunity to use our seabed and meet our Net Zero commitments. Vertical wind towers are an innovative technology that we should keep track due to their smaller and more sympathetic footprint, which may be better for Guernsey’s size. Clean energy investment also creates skilled jobs and expertise positioning us in the middle of the energy transition value-chain.

Launch Heritage Guernsey to revitalise underused States heritage assets

Guernsey is rich in heritage, but many of our historic buildings, such as watch towers and bunkers are underused, deteriorating, or closed to the public. Launching Heritage Guernsey would create a dedicated body to breathe new life into these assets fo tourism and community use. This approach is about more than preservation; it’s about unlocking social and economic value from our unique history.

Strengthen trade and cultural ties with France to open new opportunities

Strengthening trade and cultural ties with France opens doors for tourism, education, and export opportunities. We now have a great relationship with Brittany Ferries and a direct connection to St Malo for much of the year. Greater cooperation helps diversify and enrich our economy and enhances Guernsey’s international profile.

Introduce a new Bailiwick-wide Digital & AI Framework
Technology is evolving rapidly, and Guernsey must stay ahead of the curve. A Bailiwick-wide Digital and AI Framework will provide a clear vision and strategy for how we don’t fall behind and build strong Digital Economy. This will build on the foundations developed this term through the Digital Framework 2021-2025, the launch of the new States’ Digital Strategy and the launch of the Innovation Board. This will require strong cross-committee coordination and engagement with industry and community.

Expand States’ e-services with a secure Digital ID system
Expanding digital services is essential for moving our government into the 21st Century. We have had a few false starts and major issues this term but now the appointment of the new Chief Information Officer and the launch of the States’ Digital Strategy, we have the strong foundations to move ahead. Underpinning the future e-gov services should be a secure Digital ID system that will allow residents to access a wide range of public services—such as tax, health, and education—through one trusted platform. A Digital ID could also become the gateway for accessing other products and services, including onboarding into banking and other fintech providers. Digital IDs forms the foundation of Digitally enabled economies such as Estonia and Singapore. This is not just about convenience; it’s about modernising the relationship between citizens and government and improving service delivery across the board.

Implement the Innovate Guernsey delivery plan
With the launch of the Innovate Guernsey board, the next step would be for the new team to create a delivery plan to continue building healthy innovation foundations in our community. Areas of particular interest will be around fintech and health. Implementing it means coordinating investment, removing regulatory roadblocks, enabling test-bedding of solutions from global players and enabling entrepreneurs to bring ideas to life. From fintech and clean energy to creative industries and health tech, this plan will help attract talent, create high-value jobs and position Guernsey as a hub for 21st-century enterprise.

Issue an Innovation & Investment Statement to guide regulators
Clarity and direction are essential when regulating emerging technologies. An Innovation and Investment Statement will give our regulators the tools and confidence to support innovation while maintaining high standards. It will signal Guernsey’s intent to be open to investment, agile in its oversight, and committed to balancing risk with opportunity, sending a strong message to both local innovators and international investors. An Innovation seeks to encourage investment and the adoption of new ideas and this needs to be enabled by pragmatic and forward-looking regulation.

Reform tax policy to better support share incentive schemes
Attracting and retaining talent is vital for our economic future. Reforming tax policy to make share incentive schemes are not taxed at the point of grant but are taxed at the point of value realisation, particularly for startups and growth companies, will enable businesses to reward and motivate employees in line with performance. This brings Guernsey in line with international best practice in the UK and the US and helps build a more dynamic, innovation-driven economy.

Partner with The Guernsey Institute to launch R&D clusters and explore degree-level offerings
Developing homegrown skills and research capacity is key to long-term economic resilience. By partnering with The Guernsey Institute to establish research on emerging technologies (such as renewables and the marine industry) and exploring targeted degree-level programmes, we can localise some of the important academic and test-bedding activities and keep more of our young talent on the island. We could become centres of excellence for such activities, which can grow into University specialisities.

Deliver a new Air Policy Framework with reduced reliance on Aurigny

Reliable and affordable air links are essential to Guernsey’s prosperity—connecting us to healthcare, business, education, and family. To achieve this, we need a modern Air Policy Framework that moves beyond dependence on a single airline. By reducing our reliance on Aurigny and encouraging a more competitive market, we can improve service resilience and offer more choice to travellers.

Attract a new operator to secure a Heathrow route
A direct air link to Heathrow is strategically vital. It would connect Guernsey directly to the world’s largest international hub—supporting business travel, patient transfers, education, and tourism. Attracting a new operator will require proactive engagement and possible route development support. A new sustainable Heathrow link will inevitably have implications for Aurigny’s operations to Gatwick and City routes and decisions will need to be made on frequencies and slots. The Heathrow route is not just about convenience—it’s about long-term economic opportunity and global relevance.

Explore small-plane options for inter-island travel
Smaller aircraft and more frequent services, like in the olden days with Trilanders, could transform travel between Guernsey,  Alderney and Jersey. I am pleased that the amendment brought forward by Deputy Burford and me to explore consolidation of Channel Island routes under an operator with smaller planes was unanimously approved. Flying ATRs to Alderney never made common sense and I am disappointed we made that decision 3 years ago, which put us back for years.

Unlock development at the airport—e.g. hotel, high-value storage, and renewables
Guernsey Airport is more than a gateway—it’s a large site with untapped economic potential. Development opportunities such as a business hotel, high-value storage facilities, or renewable energy installations (like solar or wind) could diversify revenue streams and support our broader economic and environmental goals. Making better use of airport land can deliver both short-term commercial returns and long-term strategic benefits.

Lower air travel costs through reduced airport fees, PSO routes, or operational efficiencies
The high cost of air travel affects every islander—from families to entrepreneurs. We must take targeted action to bring these costs down. Airport fees and landing charges contribute significantly to the price of air fares and have increased above inflation in recent years. We need to ensure the Airport is maximising revenue generation opportunities elsewhere through the development of land around it, increasing hours of operation and efficiency measures. A subsidy to the airport through a Public Service Obligation may also need to be explored and is mandated through a budget resolution from 2024. Affordable connectivity is not just about travel—it’s about inclusion, opportunity, and quality of life.

Drive digital transformation with a universal Health ID across all care providers

Guernsey needs a modern, joined-up health system that puts patients at the centre. A universal Health ID (an extension of the Electronic Patient Record project) would be a single, secure digital identifier that links a person’s health records across all care providers—public and private, hospital and community, physical and mental health. This would eliminate duplication, reduce administrative delays, and ensure that clinicians have access to accurate, up-to-date information when making decisions.

For patients, it means faster diagnosis, smoother referrals, fewer repeated tests, and better continuity of care. For the system, it means more efficient use of resources, better data for planning services, and the foundation for future innovation in digital health. The Health ID is a critical first step in building a more responsive, integrated, and technology-enabled healthcare system.

Pilot innovative solutions to shift more care into the community and increase preventative care

We must rethink how healthcare is delivered to better meet the needs of our ageing population and rising demand. By piloting innovative models that shift more care into the community, such as mobile clinics and remote patient-monitoring—we can reduce pressure on hospital services and improve patient outcomes. Coupled with a stronger focus on prevention and early intervention, this approach will help people stay healthier for longer while using resources more efficiently. It’s about delivering the right care, in the right place, at the right time.

Expand health, wellbeing services and amenity at Beau Sejour

Expanding wellbeing services at Beau Sejour offers a chance to integrate physical activity, mental health and social prescribing into everyday life‚ helping islanders stay healthy and connected at all ages. Beau Sejour estate has a lot of opportunity for further development and enhancement given it’s prime location at the heart of St Peter Port. The Beau Sejour review that is due for completion in the next year or so will be a way to unlock further improvements in Beau Sejour for the benefit of all islanders.

Introduce a Community, Infrastructure & Biodiversity Levy to support healthier environments

Modelled loosely on the Community and Infrastructure Levy in the UK, it encourages contributions from developments to nature projects, public spaces and infrastructure that will benefit both the residents of the developments as well as the wider community.

New developments should contribute positively to the communities and environments they’re part of. A Community, Infrastructure & Biodiversity Levy would ensure that when land is developed, a fair contribution is made towards the public infrastructure, green spaces, and amenities that support quality of life for residents and neighbourhoods. This could include funding for creation of playgrounds, parks and green spaces, active travel routes, tree planting, community gardens, or nature-based flood prevention. It may contribute to biodiversity loss and offsetting outside of the immediate area of development.

Improve commissioning and grow volunteering in the third sector to boost community support

Guernsey’s third sector—its charities, community groups, and voluntary organisations—plays a vital role in supporting vulnerable islanders and strengthening social cohesion. By improving how government commissions services from these groups, we can unlock more innovation, flexibility, and local knowledge in how support is delivered. This means clearer, longer-term funding arrangements, outcome-based contracts, and more collaborative working between the States and voluntary providers.

At the same time, we need to reinvigorate volunteering by making it easier for people of all ages to get involved—whether through schools, workplaces, or community hubs. Encouraging greater civic participation not only supports essential services but also builds a stronger sense of belonging, purpose and wellbeing. A thriving third sector makes for a more resilient Guernsey.

We’re no longer balancing the books—Zero-10, low economic growth and an ageing population have left us unable to fund housing, schools, and hospitals without exhausting our savings in a few years. Closing the deficit through cuts alone leads to unpalatable choices—like defunding Colleges, slashing the Sports Commission grant, or charging cancer patients in A&E—all of which proved deeply unpopular and were reversed or rejected. Even standing still costs more, as inflation, regulation and demographic pressures keep driving up the cost of public services.

The burden of taxation has concentrated even further on the working population. The cost of living is especially hard for young people who cannot afford the housing or the childcare and are making the hard decision to move away or even not to have children.

There’s growing recognition that we need to raise more revenue—but what’s still missing is a tax reform that carries broad public support.

Tax reform must:

• Increase contributions from the corporate sector
• Shift reliance away from taxing employment
• Protect low- and middle-income households
• Review tax caps and investment company taxation
• Include childcare support through allowances or grants
• Ensure timely and efficient tax collection

While raising revenue is essential, delivering public services efficiently must be a top priority. There are still serious concerns about rising costs and whether services are being run as effectively as they should be.

There’s a lack of trust that proposed tax increases will be enough—and real questions about which services government should be providing.

These are vital issues with no quick fix. Addressing them will require sustained effort from deputies, the civil service, and the wider community. We must review which services should be publicly funded—this will be central to the upcoming Fundamental Services Review.

Clearer lines of responsibility and stronger accountability are essential; too often, these have become blurred in our current system of government.

We need to strengthen partnerships with industry—through public-private collaborations, commissioning, and by drawing more effectively on the expertise and funding available on-island. Innovation, digital tools, and AI can help us deliver services more efficiently and adapt to future needs.

Above all, we must rebuild trust. That means resetting the culture, improving communication, and involving both the public and industry more closely in policy development and delivery.