We do requests…

In the run up to the 2016 general election I made an impromptu video (courtesy of Marc Winn!) on a rainy day passing by the Golden Lion pub in town where I rattled off a few tunes including Sarnia Chérie, Guernsey’s ‘National Anthem’. Even in the world of politics you need to have some fun and it was fun doing that! The video was a hit on YouTube and became a sort of musical manifesto and several of you have asked for a new version. So here it is, a little less impromptu, at our home this time with our daughter Grace Smith singing the whole song and then repeating the final refrain in Guernsey French. Enjoy!

The Guernsey. Breed. Brand. Briny… in a class of its own

Mess. Ray Watts dauve ieune de ses buones vacques guernesiaises [Mr Ray Watts with one of his lovely Guernsey cows]

There is no doubt in my mind that we own something very valuable in the name Guernsey. I want to examine a few examples. Take the Guernsey breed - cattle I mean, I know there are Golden Guernsey Goats too. What more could or perhaps should we be doing to maximise the rich and loyal reputation that the Guernsey cow holds?

My family have a long history in farming, yet my father (who turned to tomato and flower cultivation to make a living in the second half of his life) told me in my mid teens “I don’t mind what you do, but if you want my advice, don’t become a farmer or a grower!” So I didn’t. But his rather tongue-in-cheek advice came as a result of experiencing the inability to compete with the efficiencies of factory-style mass production in either agriculture or horticulture when compared to Big Brother EU and its subsidised member states. The service industries - predominantly financial services - became (and remain) our fiscal and economic saviour, but in a Covid and Brexit plagued brave new world are there new opportunities opening up for old industries re-imagined for a perhaps niche, higher value, tastier, fresher, greener, organic, purer market? I believe so. And I believe Guernsey is well placed to make the most of them if we have the courage to invest wisely.

Don’t misunderstand me, I am not envisioning a mass return to an agrarian culture, but rather a change in emphasis from a highly protectionist policy focused almost entirely on maintaining the Guernsey herd and milk production locally, subsidising farmland as countryside, and doing very little to encourage the next generation, towards a more creative, innovative outlook, majoring on the unique selling points of the Guernsey breed, looking to export markets for high end branded products, making the most of our existing agricultural land and countryside without losing our historic small-scale farming techniques, helping them become a positive reason to ‘Buy Guernsey’ and stimulating the visitor economy to come see how we do it. Having resolved that the old Dairy is no longer fit for purpose before we go and build an identical one which is just a tad brighter and shinier than the former, we should see first whether our commercial and operating models should be adapted for such future transformation. To do so will require a new STSB as well as a P&R who have the courage to invest in such things.

A visit to Meadow Court Farm. With Ray Watts (Centre) and Fenella Maddison

We have seen small examples of these types of innovation recently in the small-scale production of high quality natural yoghurts, greek yoghurt, ice-creams, speciality cheeses etc. To investigate further the potential we possess I recently visited two people who have also imagined that Guernsey could “do dairy differently'“ – Ray Watts of Meadow Court Farm and Fenella Maddison of Torteval Cheese. Sadly space and time do not allow for me to recount the wide-ranging and very encouraging discussions we had on how government, the dairy industry, local food producers, land owners and farmers in general - micro, small and medium scale - could all play a significant part in turning the Guernsey ‘brand’ in agriculture into an economic turn-around, something worthy of investment, career and life-style choice, enhancing other Guernsey ‘offers’. We identified some of the obstacles, pitfalls of the past we need to avoid. Conflicting regulation and over-regulation being paramount. For example Ray and his family at one time sought to establish a farm-based visitor centre where groups of tourists to see a traditional working farm, the Guernsey cattle being milked, taste products and enjoy cream teas in an on-site café but were prevented ironically by planning regulations limiting the conversion of old farm buildings, which still sadly sit unused! Speciality cheese producers like Fenella are limited by access to dairy products because of the counterproductive quota systems in force to ensure milk is not over-produced. Yet often milk still goes to waste. We looked at the ways in which land use, crop rotation, local organic fertilisers, healthy soil and biodiversity all are symbiotic and could be exemplary of the historic Guernsey brand. A small amount of butter is sold to Waitrose for the UK market, but this is only a token start. We talked of how through innovation a new generation could aspire to work the land again in more productive ways, Guernsey could be more self-sufficient even if never fully so, and healthier lifestyles which we saw a glimpse of during lockdown could possibly be embraced again more economically. I left hopeful.

Fenella Maddison of award winning Torteval Cheese

But it’s not just about the Guernsey breed, it’s our briny too - our fisheries industry is artisanal, very different to the large scale high volume factory industries of the big boys around us - small boats, traditional catching techniques, historic rich waters yielding high quality products, world class. We should be making more of this. And, ironically perhaps, Brexit may just enable us to do so, deal or no deal. Many of us don’t want us to lose our fishermen - the threat is that Brexit will cause them to lose tariff free access to the French markets where 80% of their catch goes. But who knows what we might be able to transform our 12 nm territorial seas into over the next few decades - a marine park? A blue energy showcase? A world centre for marine aquacultural sustainability?

The Norman brand which includes Camembert, Le Président butter, d’Isigny, cider, Calvados, but also Mont Saint Michel, the DDay Landing beaches, William the Conqueror etc. all demonstrate the benefits of making the most of ones USPs. Siginficantly when Président Hervé Morin launched ‘La Marque Normande’ a couple of years ago he invited us Anglo-Normans to join in! We still could, but that’s for another day.

Rather than either trying to copy the big players around us – who, to be honest are often producing the culturally bland, samey, homogenised products which come with mass production techniques – or simply trying sometimes half-heartedly to maintain the status quo (often at great expense too), why shouldn’t we seek to offer something a little different, which stands out from the crowd? Perhaps we’re sitting and walking right on top of it! We’ve been achieving unique status with financial services such as protected cell companies, blockchain dealing, green finance, and to a certain degree in the goods market already with clematis, cider, gin, and more recently butter and now speciality cheeses. These issues touch at the heart of our current ecological, social and economic challenges.

In the coming years I would like to see fresh ideas and a new generation take on these challenges, so I shall be seeking to develop and promote policies to further these proposals.

Fort Grey from www.tortevalcheese.co.uk

Le Chemin Guernesiais

Speaking up for Guernsey, Jersey and the CI at an event for EU institutions in Brussels

I have a love-hate relationship with an oft used phrase. I heard it said a few times today, once from a fellow candidate, whom I met whilst we were both canvassing. I tend to wince visibly when it's used as I fear what may follow. 

It's the phrase "The Guernsey way".

I think one of the main problems is that it's often used in a negative context of "that's not the Guernsey way" when defensively assessing a potential solution or set of options. Sometimes it is used in the more proactive sense of "we must find a Guernsey way" in which case I tend not to wince!

Why do I, a full-blooded, Guernesiais speaking, Cobo born and bred proud native Sarnian find the phrase problematic? It is because we have often used it as an excuse for second-best, reactionary methodology that has been ill-thought through, or sometimes for outmoded ways which seem attractive simply because of a sentimental attachment, or even just as an excuse for lazy thinking, or a stubborn reason for defending a system or idea which is no longer fit for purpose or best practice. 

But there is a "Guernsey Way" that I believe is worth protecting and worth fighting for. So for, clarity I'm going to use the French form "Le Chemin Guernesiais" to distinguish it! What I am referring to is positive, proactive, and can give our profile the unique attraction which it deserves. This Chemin is not so much about reaction or defensiveness but rather promoting Guernsey in an intentional, positive manner, especially to the outside world

Let me explain what I mean. Too often we get either ignored in the international arena or we get pressure put upon us to conform to what larger nations and jurisdictions are doing. Often this is both costly and inappropriate for us, and comes as a result of a "one size fits all" attitude from those who do not understand how smaller countries like Guernsey operate. This has been a real and present danger in all the Brexit UK-EU negotiations we have been having in the last few months. We have a long noble history of self-rule. 800 years of our own legislation - island government, by islanders, for islanders, which in turn sits on top of 300 years of Norman culture and heritage. This of course has been nuanced in unique ways by our connection to the English Crown on the one hand and our proximity to France on the other. Only our sister bailiwick of Jersey comes close to sharing these very rare qualities. 

Guernsey has for centuries needed to do business beyond its shores to survive and thrive - the wine trade required relating to businesses in Bordeaux and further afield, a dependency on shipping and free trade, horticulture required access to the UK markets, quarrying to imported labour and skills from the UK and Ireland too, our fisheries currently has need of access to land 80% of its catch in Normandy, tourism by nature needs to reach out in order to flourish. That’s before we mention financial services. Whether we look backwards or forwards - most of our trade requires cross-border and international standards and agreements in order for our Guernsey based workers in these industries to maintain and grow their business. So today our ever-morphing finance industries, including asset management, fiduciaries, captive insurance, as well as intellectual property firms, image rights management, cyber security, digital and media companies all do business on an increasingly global scale. So it is inevitable that we will need to have relationships and regular interface with other governments and international bodies in order to facilitate such business.

This is where the tricky issues can occur. In other larger countries often layers of bureaucracy have emerged to manage and regulate such businesses. There may be expectations that we should have separate independent bodies and agencies to monitor and report on various activities involved. This would be inordinately expensive if we just ‘cut and paste’ the models from elsewhere as some do. Plus, it would not be efficient, because it is unlikely we would have the volume to justify running such institutions.

So we need to find “un chemin” through all this, fit for Guernsey. Often what we can do, is that we can agree with the desired outcomes or objectives of the regulatory of legal issues which are at stake. In other words we can first agree the destination we all want to get to. Then we need to explain to those from larger jurisdictions - through patient negotiation - that there are alternative routes and alternate modes of transport which can still bring us to that destination. I can take fly from London to Paris, or I could take the train, or I could take the train and the ferry, or I could go via car and train or boat. Or I could possibly walk and swim! All of those methods get me to Paris, and whilst I may not want the cheapest option of walking and swimming, I do have multiple options which all achieve the same goal. The main difference will be timing and cost. But that’s what we often need to make clear in international negotiations: we can achieve the same objectives but it may take us a little longer and our vehicle(s) and ports of call may differ.

This always requires creativity and I have been privileged to work with some excellent officials in my team who can really help us think outside the box. Le Chemin Guernesiais - the Guernsey Way - need not be seen as a stubborn defensive resistance to change - but rather a creative means of achieving an objective which others may not think of (or be able to include in their options); a way for for Guernsey to showcase that it can come up with smart new solutions, fit for purpose, overcoming problems which bigger jurisdictions that ours often struggle to solve.

So I want to redeem this phrase, and whether you choose to express it in English or French or Guernesiais, let’s let our uniqueness shine in the way we approach the challenges before us.

Contending for ‘le Chemin Guernesiais’ at the OECD Global Forum in Paris

Guernsey Together... In Government

In the election of 2012 a significant number of new and returning candidates swept into the States Chamber. There seemed to be what the media quickly nick-named a “Sarnian Spring” - an unfortunate choice of phrase based on what seemed like positive shifts into more democratic models of government taking place in the Arab world at that time. Of course these movements proved to be quite destructive in certain places - ours fortunately was not - but it was nevertheless similarly somewhat disappointing. Hope lingered on, for a few months, that the States of 2012 would not be dubbed “worst states ever” but within a year or so very little optimism remained. The election of 2016 was not dissimilar in terms of expressions of disappointment if not despair amongst our island community, and in my opinion the polarisation had sadly increased along with the dysfunctionality.

Why was this?

I believe it has a lot to do with a misunderstanding about how the States, our Assembly, our island government works, moreover what it needs in order to work well, or at least better. I believe this misunderstanding has existed for sometime but still persists. I was first elected in 2000 and there was at that time a regular critique of the then 57 member Assembly of possessing a “silo” or “bunker” mentality. Nine of us back then were fortunate enough to be newcomers (or returnees after a break) including the late great Dave Jones, and my old school contemporary Lyndon Trott!

For me as a newcomer it was a steep learning curve - not so much in terms of how the Guernsey machinery of government works - my father was very much involved in the Douzaine and I was fortunate enough to attend a school where they taught us how Guernsey is governed, so I grew up with a working knowledge of Billets, debates, committee work etc. No, the shock for me was more about how few people I really knew in the new assembly, how few knew me and how long it was taking to get to know how they worked and related to others. There was nothing built into the system to assist newcomers with this, and of course those who had been members for years just carried on as normal.

I knew a few existing members - Roger Berry, John Langlois and the late Conseiller Eric Walters (who had been kind enough to nominate me) - these certainly helped encourage and introduce me to others, plus there were one or two social events where you could meet other newly elected members - but largely you were left to your own devices to find out what others believed, what were their priorities, values, modus operandi etc. And all this happened after the election, even after presidential and committee elections took place. It was a bit like the cult series “Lost” - finding yourself marooned on a desert island, with a crowd of random strangers, a few of whom you thought you might get on with, some of whom already clearly did not get on with each other, and a lot you had no idea about at all! Lost is a good word for it.

The trouble with this is that the electorate had high hopes for us, having democratically elected us to work together effectively and efficiently on their behalf to face high level challenges and solve complex problems. Some of us had even promised to deliver simple solutions to those complex problems. But even to begin to do so you needed to know and relate fairly well with other States Members. We were thus effectively set up to disappoint from day one. Speaking with the benefit of hindsight and my experience of several elections and Assemblies as an independent candidate, it takes at least around 9-12 months for such an Assembly of 40ish people to get to know each other well enough and to begin to learn how to behave sufficiently cohesively in order produce even simple policy decisions with any hope of being effective. As a result if you look back at new terms you find there is very little activity for the first year. This delay is caused by the conditions I’m describing.

Now of course in some ways such delays happen elsewhere in situations where a coalition government is being formed. Normally coalitions are between two or perhaps (in the European context) three parties. And they can be successful. The truth is our States is by default a coalition of 40 “parties” of individuals. That’s why it’s tough to deliver effective leadership; in essence by the time we have begun to understand how each one believes and functions much of the momentum has run out, and even been replaced by frustration and apathy. And so we go around in circles. It can seem - and has on too many occasions - lacking in any discipline.

Yet I, like many, value being an independent candidate, not having to toe the “party line” on particular policies. Our system has in the past, and can again, produce a stable government during times of challenge. Such stability is not to be dismissed glibly. Plus, we would do well not to replicate the divisive party system of Westminster. So how can we bring the spirit of Guernsey Together into government too? What does the idea of the Guernsey Partnership of Independents offer to bring hope of a better, more collaborative government without losing what is good about consensus?

1. It empowers the electorate by offering them a more informed choice at the ballot box, stating clearly that these individuals, whilst independently minded on particular policy issues, share the same work ethics and democratic values, thus can work together if elected. We have pledged to keep to these values, read our pledge here.

2. It keeps us accountable to one another and to the electorate in a more disciplined way. Greater discipline without a party whip. Not perfect, but better than the current system. It means individuals can hold differing views but respect one another, debate civilly, frankly, openly and freely I believe a society is healthier and wiser for it.

3. It means that the voter still gets to vote for candidates as individuals; so if even not all of the Guernsey Partnership candidates get elected, those that are successful can work with other willing and like-minded individuals (or those from other groupings and parties) to form a coalition more swiftly and effectively than we have after past elections.

4. It provides a much needed place where new candidates can be identified, trained and mentored. We will always need fresh blood, different ideas, new energy and internal scrutiny from new and younger politicians, but with island-wide voting it is unlikely to be as easy for newcomers to achieve the assistance and profile as in the past.

Guernsey voters will and must continue to vote for individual candidates on the ballot sheet. However through the creation of a values based partnership, the electorate is offered a clearer indication of how effective their choice of candidate will be in working constructively and effectively with others in government, somewhat akin to “open list” systems which have been used in the Netherlands and elsewhere. I believe we can thereby make small positive steps towards greater functionality and discipline, less polarisation, greater focus on the issues rather than the personalities, finding Guernsey consensus solutions again - not perfection as I’ve stated above, but steps worth taking as we seek to move forward together.

I have said in the past that what Guernsey needs is a ‘government of national unity’ - a term generally used for consensus or coalition governments during wartime. We face possibly the most serious threats and challenges to our livelihoods, wellbeing, status, and autonomy for a generation. Let’s make a government of national unity a real possibility.

There's Much More To Guernsey

Viewing the panoply of colour at Guernsey Clematis Nursery with founder and owner Raymond Evison (Right) and Paul Ingrouille (Horticultural Manager)

There's much more to Guernsey than financial services. We ought to value our financial service industry which not only opens up Guernsey to global business, but provides resources for other services and businesses to exist here and to provide jobs. However we should endeavour not to be over-reliant on any one industry. This we ought to have learnt from the past when Guernsey was heavily dependant on horticulture for the bulk of the twentieth century.

When the UK joined the EU in the 1970s it became increasingly difficult for Guernsey to compete with subsidised fruit and flowers grown and marketed in bulk by the big EU member states benefiting from the Common Agricultural Policy and other schemes. Tomato growing died a death within a decade. Some flower growing remained but it has had to innovate and diversify to be sustainable. In the last decade the UK government's decision to remove VAT Low Value Consignment Relief (LVCR) has hit hard on flower growers in Guernsey. Small local growers were still managing to be competitive by sending small flower packages by Post which came under the LVCR de minimis level of £18 and was therefore not subject to VAT on importation into the UK. After this came the recession and thus a double whammy for flower growers trying to eke out a living.

The variety of colours, flower sizes, shapes and plants is staggering. 

It is therefore very heartening to see horticulture bouncing back. Especially in the form of such clever innovation and niche marketing which looks resilient enough to withstand the storms of doing business both near and far. A good example of this is Guernsey Clematis Nurseries Ltd. and its associated Raymond Evison Clematis. Under the entrepreneural skill of its founder Raymond Evison MBE VMH who began the Guernsey operation in 1985 the firm has developed a business model which involves dedicated breeding and global marketing on an incredibly large scale. Plants are grown from cuttings and prepared either for UK or European sales, or carefully pruned as young plants and exported as far afield as North America and Japan. 3 million plants are produced annually here. A quarter of the world market in clematis plants originates in Guernsey!  

Raymond's successful business model comes from the idea he had that as people in the West increasingly moved towards living in cities and smaller dweliings without gardens, they would want some kind of easy-to-maintain garden experience in what little space they might have - a patch of patio, a balcony, or even a window box. They needed things to grow that were fairly unfussy, colourful and hardy. Clematis plants fit the bill perfectly. They are so versatile too, plus with his innovative species cultivation programme the options continue to expand.

As the son of a grower I was fascinated by the way in which this "vinery" (as we call sentimentally call glasshouses over here in reference to their original use for growing grapes) operates. Much science, design, and technological skill goes into the the production process, The care taken over breeding plants so that colour, size, shape, number of blooms, etc. are all taken into consideration, coupled with the fact that it takes around 10 years to develop a marketable new variety from initial concept, means that serious investment and risk are involved in this industry. So its not surprising therefore that each year Raymond comes back from the Chelsea Flower Show - the world showcase for the horticultural flower industry - glistening with medals and awards. He is of course also Vice=President of the Royal Horticultural Society and was awarded the prestigious Victoria Medal of Honour for his services to horticulture. 

Along with several others, including my cousin Ivan Le Tissier, and as president of the Guernsey Botanical Trust Raymond has pioneered the Victorian Walled Kitchen Garden at Saumarez Park in the Castel parish. This is a beautiful painstaking project which is definitely worth a visit. 

So, there's much more going on in Guernsey, and Guernsey Clematis is a brilliant example of this. They are expanding too, building another expanse of glass to cope with the increase in demand as they partner with other distributers and garden centres in Denmark, the Netherlands and further afield. 

Our daughter Grace checking out the flowers!