Why Jersey Needs a Tourism Minister Who Isn’t Also in Charge of Everything Else
Jersey’s government loves a good multitask. But when one minister is expected to juggle economic growth, tourism, sport, culture, digital innovation, agriculture, marine industries, broadcasting, and telecoms — it’s less multitasking and more ministerial plate-spinning at Cirque du Soleil.
The Minister for Sustainable Economic Development has a job description so wide it could double as a beach towel. And while ambition is admirable, the result is a role that’s overstretched, under-focused, and increasingly unable to deliver clear leadership — especially in tourism, a sector that’s been quietly gasping for attention.
Tourism hasn’t had a government strategy since 2004 — which means the last time it got political love, Facebook was still just for Harvard students. The idea behind combining economic levers under one minister may have sounded efficient, but in reality, it’s like asking one person to run a restaurant, design the menu, fix the plumbing, and referee the pub quiz — all at once.
Tourism, in particular, has become the forgotten child of this mega-portfolio. Visit Jersey does its best to promote the island, but without a dedicated minister, there’s no one clearly accountable for strategy, investment, or sector reform. Hoteliers face rising costs, seasonal staffing chaos, and a lack of joined-up thinking. Meanwhile, the government’s silence is deafening — unless you count the occasional press release about broadband speeds. We’ve got a Minister for Everything, what we need is a Minister for Something.
The current setup isn’t just confusing — it’s contradictory. Promoting tourism may require development that clashes with environmental goals. Supporting digital innovation could undermine data privacy. Encouraging big events might disrupt the local environment, and focusing on finance often sidelines other industries entirely. It’s a governance model built on good intentions and bad logistics. Ministers are left trying to reconcile fundamentally different objectives with no clear hierarchy — like being asked to bake a cake and build a shed using the same set of tools. If Jersey’s visitor economy were a hotel guest, it would be stuck in the reception waiting for someone to check it in.
Other countries have figured this out. Malta, Scotland, and New Zealand all have dedicated tourism ministers who deliver sector-specific strategies with measurable results. Jersey should follow suit — not by bloating government, but by redistributing responsibilities in a way that makes sense. People within the hospitality industry still talk to me with great fondness about the time my late father, Senator Dick Shenton, was fighting their corner as Tourism President.
A Minister for Tourism, Hospitality and Events would bring clarity, agility, and confidence. It would allow for faster decisions, better coordination, and a stronger voice for stakeholders who’ve long felt like they’re shouting into a void. Tourism deserves more than a footnote in a minister’s inbox buried under telecoms legislation and fishery reports.
This isn’t about personalities. It’s about structure. Ministers can’t perform miracles when their roles are overloaded and their mandates unclear. Reforming the portfolio isn’t political — it’s practical. We need a 10-year Visitor Economy Strategy, a Tourism Advisory Council, and we need a minister whose sole job is to champion tourism and deliver results – because right now, Jersey’s tourism sector is like a beautifully set table with no one serving the meal. We need to fix that — before the last guests leave.
Sadly it is not just Government that is at fault. Jersey’s hospitality industry has charm, but charm alone won’t cut it in 2025. While the rest of the world is busy wooing travellers with immersive experiences, curated heritage, and active escapes, parts of our sector still seem stuck in a time warp — wistfully clinging to Bergerac reruns, Fort Regent nostalgia, and the golden age of mass tourism. It’s time for a reality check. The world has changed, visitors have changed, and if Jersey wants to stay relevant — let alone competitive — our hospitality industry needs to raise its game. We’re still selling Bergerac whilst the rest of the world is selling experiences. Let’s be honest the Fort Regent concept has all the hallmarks of public sector thinking, absolutely no commerciality – a dreamers concept that will cost taxpayers dear. Bergerac isn’t going to give the island a re-boot, and the era of coachloads of tourists descending on the island for a week of bingo and buffet, or for a conference, is long gone.
Too often, our tourism narrative still leans on these relics — as if nostalgia were a business model. Today’s travellers want more than sun and sand, they want stories, authenticity, and something to post on Instagram or Facebook. Mass tourism is out, meaningful tourism is in. Jersey’s has the attributes — we just need to show them off.
Jersey has extraordinary assets that we barely promote: Scenic cliff paths that rival any in Europe, cycling routes through tranquil lanes and coastal vistas, a rich history that’s both unique and underplayed — including our occupation by Germany in WWII, a story that could captivate a global audience.
The latter is a card we play miserably, We’ve got bunkers, tunnels, and stories that rival Normandy, but we market them like footnotes. Properly presented, Jersey’s occupation history could attract a wealthy, curious, and respectful demographic — older travellers with time, interest, and spending power. These are not tourists looking for a beach bar, they’re looking for meaning, memory, and depth.
For example – earlier this year I looking for a hotel in the Hammersmith area and the St Paul’s Hotel caught my eye as it was the location of the historic meeting of Eisenhower, Montgomery and Winston Churchill to plan the D Day landings. When you visit the hotel you can see how proud they are of their history, and I’ll stay there again. By contrast visit the Pomme d’or Hotel and there is little to see – albeit they do have a comprehensive history on their website if you look for it. Like so many places in Jersey they could help build the visitor experience by having a fantastic storyboard display in their windows down Conway Street. It would tell the heritage not just of their hotel, but of Jersey, to day-trippers and holiday makers alike ( I’m sure local groups would help). But the hotel owners prefer to rent out the space instead. Hospitality needs to march forward with Government as a team, in unison, rather rely on them.
This isn’t just about government strategy — it’s about how our hotels, restaurants, and tour operators position themselves. Are we offering curated walking holidays? Themed historical stays? Guided cycling tours with local flavour? Living history about the occupation? Or are we still hoping someone will book a week because they saw a 1980s detective show or the modern version with the woke version of Bergerac, who looked like he would blow away in a strong wind?
Raising our game means things like: Training staff to be storytellers, not just servers. Designing packages that reflect modern interests — wellness, heritage, sustainability. Collaborating with historians, artists, and guides to create experiences that feel personal and profound. Giving visitors a living history feel about the occupation.
We don’t need to reinvent Jersey, we just need to reintroduce it. The island’s natural beauty, layered history, and cultural depth are already here. What’s missing is the ambition to present them boldly, creatively, and with confidence.
Let’s stop looking backwards and start curating the future. Because the next generation of visitors isn’t coming for Bergerac or an empty cinema in Fort Regent, they’re coming for Jersey, and we need to we give them a reason to visit.
