I was born and raised in Guernsey. My grandfather was a dairy farmer, and my father was a carpenter. I grew up in St Sampsons in a family deeply rooted in community life. After a 25-year banking career in Hong Kong and Switzerland, I returned to the island in 2015 with my wife and two children, eager to contribute to our island home.
My decision-making is based on:
For the past 10 years, I’ve drawn on my professional experience and family values to serve Guernsey. I founded a management advisory business, blending paid projects with pro bono work; immersing myself in community volunteering. My efforts focus on advancing the island’s future and respecting its rich history and traditions. I have served on a Parish Douzaine for five years, four as Constable. I have supported education and charities as a board member of Young Enterprise, president of the Old Elizabethan Association, and chair of their charity.
For the last political term, I served as a non-voting member and advisor to The Committee for Economic Development, gaining a clear understanding of the challenges within our government. I am an experienced member of the States of Guernsey. In a future States we need greater collaboration with industry and within and between our own committees, putting aside differences and creating progress for Guernsey.
We have a clear need for change, good decisions, growth, skills, innovation, and fiscal discipline.
Vote for Andrew Niles for our Economy, for our Community and for Effective Decision Making
Thank you for your vote.
To enable sustainable growth, we need a clear understanding of our economy, both on a granular and a big-picture basis. Recognising our strengths and weaknesses is non-negotiable. Since the last election, our nominal economy has grown by 28%; a win worth noting, but inflation, which has outpaced the UK’s, has eroded it almost entirely. Future economic growth must align with the innovation of our value proposition, enhancing our administrative model through growth in our advisory services, supported by digital frameworks, better travel links and improved communications.
We should not rely solely on increasing our workforce to boost our economy. Since 2020, our population has increased by 1,700 people, or 3% of the total, our fastest growth in modern history. With housing development lagging, property prices have soared by 27%, and rents have risen by 24%. Decisive action is urgent: boost housing, tame inflation, and spread prosperity.
Housing availability must be a core priority in the new term. It is especially important to our younger population. The island must foster a vibrant local ecosystem that encourages young people to stay, succeed and grow, creating initiatives like apprenticeships in emerging industries and incentives for young entrepreneurs who wish to live here and participate. We must, therefore, develop purpose-built housing for our young and their families. We must develop properties, change the use of ageing office and retail space for residential units and look for effective pragmatism in our planning regulations.
Travel links are critical to an island. They must serve industry, our community, and tourism. As a government, we must decide whether travel must be operated commercially or as an economic enabler. Understanding the difference is key to unlocking growth. My view is that connectivity is an enabler for our economy and we must aim for the best air and sea links, and help them flourish.
Our island thrives through its people. We need to connect directly with businesses, parishes, and all our representatives to ensure our assembly delivers to our community’s requirements. We need sharper focus to harness our collective skills, unite us, and deliver essential services. Let’s stop the isolated, divisive, and siloed debates; let’s build an informed assembly that is confident in its decisions.
Our future hinges on skills. We must recognise the need to establish a clear strategy that supports young people as they embark on their journeys and those seeking career advancement and change. Harnessing their collective energy for the community's benefit is essential. This strategy must be integrated into our entire educational ecosystem, utilising resources from both the States of Guernsey and the Independent Sector. Acknowledging that collaboratively leveraging both public and private funding is a more effective approach than focusing solely on separating the two.
As chair of a local charity, I recognise that charities are vital to our community. We must ensure that we engage effectively and that charities achieve community goals, are included in early policy-making, and are regulated proportionately. We need greater tax benefits to support charities, and incentives must be provided to those that support them.
We must ensure that the relationship between our community, its representatives, and our public sector remains positive. We must work collaboratively to support the public service leadership in delivering a well-coordinated, efficient service that provides value for money to the people of Guernsey.
In healthcare, we must align services and costs with our means. We must ensure that funding matches need where it is needed most; no reckless spending, and no operational drift. Sustainability is a must, not a maybe.
A balanced approach to finances must be geared towards growth. Our taxation and revenue base must enable the government to invest in our island, provide stimulus where and when needed, and ensure that our reserves are growing.
Our government needs to be aligned with a future strategy to create a better decision-making process in our assembly. An assembly that is more accountable, faster, and more effective, one that is rooted in evidence and community input. We can’t afford paralysis when action is needed.
Success is making the right choices for Guernsey; faster decisions by people who share our community’s values.
