Wayne Bulpitt
Chair, Association of Guernsey Charities
It’s not just what you say—it’s how you work with others to get things done.
As Guernsey approaches the 2025 election, much is being said about policy. But behind every successful policy is a group of people working together. And across housing, connectivity, skills, tax and spending, we’re seeing the same thing: the policies are there, but delivery is stuck. Why? Because making progress is not just about systems. It’s about people and behaviours.
Working Together
In a consensus and committee-based system like ours, progress depends on collaboration. Our system relies on Deputies who work constructively, respect differing perspectives, and build consensus to move us forward. Consensus-building takes effort, but it is how we create decisions that are widely supported and deliver lasting results. For meaningful progress, we need people who are committed to respectful, constructive dialogue and shared purpose.
Is it the system that needs to change? Or the behaviours?
Much is being written at the moment about our system of government, whether it is those preferring what they consider to be executive government, those arguing for the continuation of consensus government or the roles of Minister and Cabinet. I would argue however that this is something of a red herring, especially at this time in the electoral cycle. Whatever the form of government, whether it be executive or consensus, what we should focus on is the behaviours of our elected members.
The behaviours that individual candidates exhibit is much more important for example than their age, ethnicity, gender or ideology. It is the ability to work with others, to collaborate, and to find the solutions that best suit our islands and its community. Neither do they need to have the policy ideas to solve them, as long as they have the values and behaviours to find the best solutions.
In a consensus government, behaviours play a crucial role, they ensure smooth decision making, collaboration and stability. In systems based on majority rule, like executive governments, decisions are often made through simple votes, while consensus-based systems rely on negotiation, compromise, and inclusivity to reach agreement.
Why behaviours matter:
Collaboration and respect
- Constructive behaviours such as active listening, patience and mutual respect create a cooperative environment where all voices are valued.
- Avoiding hostility fosters a culture of dialogue rather than divisions
Building trust and credibility
- Consensus depends on building trust among members which is strengthened by honest communication, transparency and a willingness to find some common ground.
- If members act with integrity, it reduces suspicion and resistance to compromise.
Enhancing decision making
- Open mindedness and flexibility in discussions help to find balanced solutions which reflect the interests of our community
- Constructive behaviours such as seeking common ground instead of rigidly sticking to partisan positions lead to better informed and widely accepted policies.
Preventing gridlock and conflict
- A consensus system can be slow, but negotiation and compromise prevent unnecessary delays and deadlocks.
- Uncooperative behaviours such as obstructing or refusing to engage can stall progress and weaken governance as we have seen repeatedly in recent years.
Strengthening public confidence
- When deputies behave with civility and professionalism, the public is more likely to trust and support the political process.
- Ethical and transparent behaviours demonstrate accountability and reinforce democratic values.
Our Government will have many tough decisions to make in the coming term, and to do this they need to have the confidence and respect of the voting public.
Sounds good in theory, but how do we put this into practice?
First and foremost, if our politicians choose to work collaboratively, they can bring together the best minds to tackle our toughest challenges. Issues like housing, connectivity, and balancing the books demand input from people with diverse perspectives and approaches—whether it’s personal vs corporate tax, or direct vs indirect solutions.
A more confident States would actively seek out the best minds to help find solutions—and make full use of the expertise offered by non-States members on their committees. They might even go further: proactively inviting diverse ideas and approaches, from those who have a genuine willingness to work collaboratively.
Finding common ground and bringing all parties into the conversation—not just one side—will be essential. This approach can avoid last-minute amendments, which are often poorly thought through and risk undermining months of research and consultation.
What can you do?
The upcoming hustings are your chance to look beyond policies and ask candidates about their behaviours—how they work with others, make decisions, and seek solutions. Consider asking:
For returning Deputies:
- What did you do in the last term to improve relationships with other members?
- Can you give examples where you worked collaboratively with those who held different views to find the best solution for the community?
For new candidates:
- Can you share a time when you worked constructively with someone you fundamentally disagreed with to achieve a better outcome?
- How do you plan to turn your policy ideas into practical action—especially when faced with opposition or differing views?
Additional questions for all candidates:
- How do you handle disagreement or conflict in group settings?
- What steps will you take to build consensus across a divided chamber?
- How will you ensure decisions are well-informed and grounded in evidence, not just ideology?
Final Thought: What Guernsey Needs Now
The G8 has published six clear priorities for the next States Assembly—from housing delivery and skills development to tax reform and digital transformation. But none of it will happen without the behaviours that make progress possible: collaboration, transparency, courage and a shared sense of purpose.
