MyGov failure "does not define the States of Guernsey, but it must define what we will no longer tolerate"
- MyGov programme wasted more than £21 million in a systemic failure of governance and accountability, with almost nothing delivered despite years of operation
- P&R responds after investigation found key supplier was embedded in Programme Board overseeing its own work, whilst staff who raised concerns were marginalised
- Chief Executive has set out comprehensive reforms including clearer project ownership, stronger procurement discipline, and leadership accountability at all levels
- Revenue Service transformation also closed after £24 million investment over a decade, with fundamental challenges remaining despite new systems being delivered
- Digital & Technology Advisory Panel to be appointed imminently to provide independent oversight, with members serving at no cost to taxpayers
MyGov, a programme that wasted more than £21 million of public money, has been described as a "systemic failure" of governance and accountability.
Gavin St Pier, Vice President of the Policy & Resources Committee, told the States of Guernsey that the programme, which was intended to transform public services, "failed to deliver" despite consuming vast sums over several years.
"It is simply unacceptable that MyGov was allowed to continue for so long, consuming vast sums while delivering almost none of what was promised," Mr St Pier said in a statement to the assembly.
The investigation, conducted by the Chief Executive and Head of the Public Service, found that despite warning signs being present throughout the programme's operation, opportunities to intervene were repeatedly missed. Governance arrangements became "ever more complicated instead of more effective", and reporting at project, programme and political levels "falsely reassured when it should have enabled effective challenge".
Deputy St Pier described the findings as "absolutely staggering" and said the waste would "rightly prompt anger and deep disappointment among Members, across the public service, and within the wider community".
The report identified multiple serious failings, including a key supplier being embedded within the Programme Board that was supposed to oversee its own work. The supplier "repeatedly failed to deliver what was required", according to the findings.
The investigation also found that capable and committed staff members who raised legitimate concerns about the programme were marginalised.
"What is laid out in the report is not a technical failure or a one-off mistake, but a systemic failure, a prolonged breakdown in governance and accountability," Deputy St Pier said.
While the investigation found no evidence of malfeasance, Mr St Pier said it represented "a failure of leadership and accountability" in which public money was spent "without a firm enough link to delivery".
The Chief Executive has set out a series of actions to address the failures, which the Policy & Resources Committee has pledged to support in full. These include establishing clear ownership for projects, reducing governance layers whilst ensuring they are more effective, taking a firmer approach to procurement, and professionalising how the public service approaches change and delivery.
Other measures include ensuring funding is only released when delivery is proven, providing accurate and transparent reporting, re-establishing ownership of digital services, creating a culture that listens to staff concerns, and applying leadership accountability at every level.
"As a Committee, our expectation is clear: the actions which have been set out by the Chief Executive must be implemented in full," Mr St Pier said. He added that some changes would be made within days, whilst others would take more time, but none would be "deferred or diluted".
The MyGov failure comes as members were being asked to prioritise major projects for the coming years. Mr St Pier acknowledged it was "entirely understandable" that members and the public would question how the government could proceed "when a serious question mark has been raised over the public service's ability to deliver at scale".
However, he argued that standing still was not an option. "We know there are things this island needs delivered. We need more homes built. We need infrastructure maintained and modernised. We need improvements in health, education, and the everyday services people rely on," he said.
Deputy St Pier said MyGov should not be allowed to "tarnish the whole public service or to paralyse future decision-making", noting that it did not define "the dedication, capability, or daily commitment of the vast majority of those who work across the organisation".
The committee announced plans to enhance oversight, including the imminent appointment of a Digital & Technology Advisory Panel, which received considerable interest from the community and will meet for the first time in the coming weeks. The panel members will serve at no cost to taxpayers.
On the issue of individual accountability, Deputy St Pier said matters relating to employee discipline and performance were properly for the Chief Executive to handle, not for debate in the States. The Chief Executive has confirmed these matters are being dealt with.
The Chief Executive's objectives, which have been in place since autumn, will be reviewed to reflect the MyGov failures and the actions being taken, then published in the coming weeks.
Deputy St Pier also addressed the Revenue Service transformation, which was formally closed in May 2025 after £24 million of investment over a decade. Whilst new core systems were delivered, "fundamental challenges remained", and work is now underway to stabilise and improve the situation.
He said the challenges in Revenue Services shared some themes with MyGov, including issues around scope, capacity, governance, reporting and challenge. Similar pressures and risks could be seen elsewhere, including in the delivery of the Electronic Patient Record system.
The Chief Executive has committed to reporting publicly on progress, with the first update due in July. The government will also provide regular updates on major projects, including being open about where things have not gone as planned.
In the summer, a report will be provided on the first year since the decision to terminate the relationship with Agilisys, the supplier embedded in the MyGov Programme Board. The update will cover what was inherited, where progress has been made, and where further work is required.
"MyGov does not define the States of Guernsey, but it must define what we will no longer tolerate," Mr St Pier said. "If this failure leads to stronger leadership, clearer accountability, and better delivery across the public service, then some good will yet come from it. If it does not, then MyGov will have failed twice."
Q&A
Q: How much money was wasted on the MyGov programme?
A: More than £21 million was spent on the MyGov programme, which was intended to transform public services but ultimately failed to deliver almost anything that was promised.
Q: What were the main failures identified in the investigation?
A: The investigation found systemic failures including a key supplier being embedded within the Programme Board overseeing its own work, staff being marginalised for raising concerns, missed opportunities to intervene despite warning signs, and governance arrangements becoming more complicated rather than effective. There was no evidence of malfeasance, but it was deemed a failure of leadership and accountability.
Q: What other government programmes have experienced similar problems?
A: The Revenue Service transformation programme was formally closed in May 2025 after £24 million of investment over a decade. Whilst new core systems were delivered, fundamental challenges remained. Similar pressures and risks have also been identified in the delivery of the Electronic Patient Record system.
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