By Jonathan Channing
IT’S becoming increasingly apparent that our government and States Assembly may be succumbing to what could be termed “Shiny-itis” – a tendency to throw money at problems rather than engaging in thoughtful, strategic reform of underlying systemic issues. This approach poses a significant risk, leading to fiscally irresponsible spending that fails to deliver long-term benefits for society.
While this isn’t an issue unique to Jersey, our status as a small jurisdiction means we must be particularly strategic in our spending, ensuring that we facilitate genuine progress rather than fostering an expectation of financial handouts.
Across the Western world, the “Shiny-itis” mentality seems to be taking hold, with a few strategic exceptions that are playing the long game. One glaring example is the US, where a lack of fiscal responsibility has driven inflation to new heights.
This short-sighted approach, aimed at avoiding the hard truth of growing overspending, has led to a dangerous disconnection between spending and the goods and services it should support. The result is a trend of governments printing money irresponsibly, which has a ripple effect on other Western nations. If the US can do it, the thinking goes, then so can we – leading to inevitable inflation.
In Jersey another contributing factor would be public sector pay rises at 8%. It is increasingly clear that we need to move away from this “Shiny-itis” mindset and embrace foundational thinking instead.
The alternative is a slow erosion of economic advantage and a dangerous complacency that hastens our decline. The prosperous “Shiny” Island we inhabit today was built on the shoulders of individuals with strength, courage and conviction – those who laid a foundation of values that united us and propelled us to success. True leadership is about paving a path for people to walk with a shared purpose, fostering both individual and community prosperity. Our current trajectory, focused on quick fixes, offers little hope for the future and undermines the potential for a united path toward collective success.
A foundational approach: Learning from Singapore
Lee Kuan Yew’s leadership exemplified foundational thinking. He recognised that turning Singapore into a first-world nation required a long-term vision and a focus on essential, lasting elements beyond mere “Shiny” aspects. Lee’s strategy emphasised upgrading Singapore’s airport to symbolise efficiency and modernity, recognising its crucial role in visitors’ impressions. This focus brought several key benefits:
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Increased investor confidence: Singapore’s efficient infrastructure attracted foreign investment by creating a positive first impression.
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Boost in tourism: Well-maintained infrastructure and smooth transportation made Singapore a popular tourist destination.
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Enhanced national pride: High standards in public infrastructure fostered national pride and a collective drive for improvement.
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Long-term economic growth: Lee Kuan Yew’s focus on foundational elements like infrastructure, education and governance set the stage for sustained economic growth.
These benefits were not the result of “Shiny” quick fixes but of deliberate, well-thought-out strategies that built a strong foundation for future success.
Defining a “Shiny issue”
A “Shiny” issue is one that garners attention and fanfare but sacrifices long-term, sustained systemic changes needed to achieve lasting success. These are the issues that might be temporarily resolved by throwing millions of dollars at them, but without ensuring that the solutions are sustainable long after government support ends.
A typical example of “Shiny-itis” in Jersey is the tendency to allocate funds to vote-winning issues without providing sustainable long-term solutions, ultimately creating a dependence on government support to maintain these initiatives. The £20 million government handout for living wages is a prime example of “Shiny-itis,” focusing on quick fixes rather than long-term sustainability. While important, this support risks fostering dependency and fails to encourage businesses to innovate. A more effective approach would allocate funds towards upskilling and streamlining businesses, promoting both fair wages and sustainable operations.
A more sustainable and future-proof strategy would leverage existing networks, business groups and educational institutions to analyse industry trends, map evolving needs, and launch an initiative designed to upskill individuals and support businesses. The goal is to achieve £18m in savings, allocating just 2m as follows:
l£120K to Jersey Business: Funding an efficiency support service to help businesses streamline operations.
l£80K to the Chamber of Commerce: Supporting industry skill gap surveys and round-table discussions.
l£500K to a Digital Jersey Academy and Highlands College collaboration: Launching a two-year programme of industry-driven courses designed to support those not currently earning a living wage, developed in partnership with industry stakeholders.
l£100K for an effectiveness report: Assessing the impact of the initiative and informing future investments, contributing to a broader lifelong learning strategy.
l£1.2 million for transition employment support: Assisting individuals who may be affected by the efficiency support service.
This approach balances immediate business needs with long-term workforce development, ensuring a robust and adaptable economy. For any vision to be successful, it must consider the entire picture and understand the components that make a “Shiny” outcome possible. Too often, these shiny outcomes are like dancing without a beat – if you can’t hear and read the music, the symphony won’t play out as expected.
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Jonathan Channing works with businesses to better understand neurodiversity and bridge the communication gap that is often present in organisations. In addition to this Jonathan has a keen interest in stoicism, broader philosophy and Jungian psychology. Jonathan also stood for election as Deputy of St Saviour in 2022.
