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| We can do it!
| Senator Frank Walker
President, Policy and Resources Committee |
The world is changing. And, thank goodness, Jersey is big enough and strong enough to meet the challenge.
We have come a very long way in a short space of time. In a few years, we have realised the need for fundamental constitutional reform; we have seen that our public sector needs an overhaul in order to provide the services that our community desires; we have recognised that we need a clearly-focused strategy for the future, and we have realised the need for a re-think of our framework of taxation.
We haven't just sat back and talked about it, we have got on and are doing it. As a Jerseyman, I feel proud of what we have already achieved. Yes, there is still a long way to go but we have carefully planned our route and I believe that there is no doubt that we will arrive at our chosen destination: an Island which is competitive on the world stage; an Island in which all people enjoy a good quality of life because of its prosperous economy and an Island which justifiably feels proud of its achievements. A new spirit is developing.
The States approval of the new Strategic Plan signalled that new spirit more strongly than anything else we have seen to date. The large majority of States Members put the interests of Jersey first. As one Deputy said on the floor of the States Chamber: "Let's not be negative. Let's realise that we can do it."
States Members would find it hard not to be influenced by the public interest in the development of this new Plan. Imagine Jersey was not just about listening, but about engaging the community in the decisions that need to be taken. There have been several very positive results from the Imagine Jersey process ñ not least the establishment of a Youth Forum, in which Jersey's young people have met to talk about the sort of Island they want in the future.
The Strategic Plan is truly the blueprint for the future ñ the first time that Jersey has achieved a strategy which is realistic, achievable, measurable and accountable. It will help to put an end to the unnecessary duplications and prevarications which have dogged progress in the past.
We believe that in order for us to build a more efficient, joined-up system of government, it is essential for us all to work to the same objectives. Most government departments have always worked to their own business plans and in accordance with States Policy. They will continue to do so, but within the broader framework of a Strategic Plan for all States business, which will ensure that we are all working towards the same objectives. States resources are finite and we have committed ourselves to reducing the level of States spending in real terms over the next few years. Therefore we must be realistic about what can be achieved and prioritise objectives, clearly identifying the most important and those which we cannot deliver. This plan sets out the key objectives identified as a result of an extensive consultation process which involved Politicians, the Public and public servants.
For the future, we must have a clear direction and leadership to ensure coherence, consistency and above all, efficiency in public sector work. By producing and adhering to a Strategic Plan, the Policy and Resources Committee hopes that to have taken the first step towards meeting the expectations that people, both within the States and outside, have of government. The Plan recognises that Jersey cannot stand still. It promotes moderate economic growth. This will maintain our confidence and standing in the world, provide jobs -particularly for local people - and good public services without undue tax increases. We have recognised the need to add to our skills base. There will be some need for inward migration to bring in some specialist workers, but mostly we must provide for ourselves. We have also made a commitment to restrict low paid inward migration. This means local people do not need to worry about unfair competition for jobs.
We have published proposals for a new migration policy and are working on the feedback we have received. Whilst our aim is to make it easier for businesses to be successful by planning ahead and managing their workforce, we will ensure that the States will be able to exercise better overall control of migration with better understanding of population, housing availability and pressure on public infrastructure.
The Strategic Plan will be the cornerstone of the framework for change in Jersey. But there are several other significant building blocks which will complement the work on delivering the Strategic Plan and will secure a successful future.
In December 2005 we will move to a new system of government. This will give the mechanism we need for providing the leadership the Island deserves. I have no doubt that ñ after the long years of debate ñ we will have a machinery of government which will last for many years and be capable of putting in place sound strategies for the future which will further cement our already enviable position on the world stage. We look forward to a more streamlined system of government in which ministers will have clearly defined areas of responsibility and will be held accountable for their decisions. We also look forward to a system where government is closer to the public, and where the public feels that they can have an effect on government. 'Imagine Jersey' was a major step forward in involving the community, and we plan to build on this success in the future.
In the next five years, we will have a rationalised and efficient public sector workforce. This will save the Island £20m each year, and will deliver the savings and efficiency improvements demanded by the public. The magnitude of the task demands courage from everyone involved. We have around 6,000 people in the public sector and the majority of our employees are willing to help us to transform the service, knowing that departments will be slimmed down and knowing that they will be asked to change the way they do their work. Discovering this co-operation has been an incredibly heartening experience.
It is especially encouraging to see that the proposals for change came from within the workforce itself. Six weeks of hard work by a group of staff from different sections of the public service resulted in this plan. Such was their success that the plan for change was unanimously approved by States Members. Public sector reform is now truly on the way ñ and we have an end-date for completion of 2009. The final piece of this framework for change is the overhaul of Jersey's taxation system. The reasons for it are set our clearly elsewhere in this supplement. It is worth stating, however, when and how this particular change process began.
The fiscal package is the latest stage in a project which began in 1998, when the current review of Jersey's tax structure began and the external forces which were driving the need for change were first examined.
This package is not the final stage, but it is an important milestone in the fiscal reform process. During the last six years successive Finance and Economics Committees have undertaken probably the longest and most extensive consultation process ever seen in the Island. They have also initiated thousands of man-hours of work to examine the problems and to identify solutions. The fiscal package proposed by the Finance and Economics Committee was the result of all that research, analysis and consultation. There is still a great deal of work to be done to get our tax structure in good order, and the Finance and economics Committee recognises this. We need to get on with agreeing the detailed tax reform package that will provide a competitive world class business environment, resilient personal taxation policies and public services that support our quality of life.
What we have in Jersey is a framework for change which will enable the Island to move towards a secure future. What gives me particular satisfaction is that all these initiatives have involved substantial contributions from the stakeholders themselves.
The new system of government was the result of widespread consultation undertaken by the independent review panel appointed by the States, and led by Sir Cecil Clothier. Sir Cecil's panel invited anyone in the Island to go along and speak to them and through that invitation, spoke to several hundred people.
The reform of the public sector was designed by a team of public servants.
The strategic plan was the result of a very high level of involvement by all politicians, by senior officers in the public service and by substantial public input through Imagine Jersey.
The fiscal strategy was designed after six years work and exhaustive dialogue with the public, with commerce, and with finance industry representatives. It has truly been a model of consultation.
The Jersey Evening Post has played a valuable part in encouraging this public discussion through its coverage of The Great Debate.
What is very clear is that we all now know the direction in which Jersey is going. We know it's the right direction. And we know that the decisions have been taken openly and in consultation with the whole community of the Island.
Taken together all of this sets an agenda for Jersey which will maintain our position as a world class society. A resilient, welcoming and supportive community ready and able to grasp the current and future opportunities that present themselves.
We have made a great start. But there is still much work to do to turn the aspirations of our community into reality.
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