Madam,
One of the challenges we regularly receive as States Members is a simple and entirely reasonable question: what are the States of Guernsey doing to help me?
It is a challenge I welcome, because it goes to the heart of trust in government and accountability for how public money is used. Through this update, I want to set out plainly how that money is being spent for the benefit of our community, and how the Committee for the Environment & Infrastructure is focused on delivering value for money in practical, recognisable ways.
To begin with that issue, the Committee has agreed to act as a pilot for the States’ move towards priority‑based budgeting. We have done so deliberately. We recognise that public finances are constrained, and that people rightly expect government spending to be aligned more closely with agreed priorities, outcomes, and demonstrable value. By volunteering some areas of E&I as a pilot, we are challenging ourselves to examine what we do, why we do it, and whether it is genuinely the best use of public funds.
This approach is not about salami‑slicing services or chasing short‑term savings. It is about being clear what we are trying to achieve and ensuring that spending decisions support those objectives. Equally importantly, we are committed to sharing what we learn from this process, to help inform wider reform across the States.
However, I also recognise that when I am stopped in the supermarket, explaining that we are working on major long‑term strategies — strategies which are complex, interconnected and necessarily slow to deliver — that can sometimes feel unsatisfactory to people. It can give the impression that not very much is happening, or that progress is taking too long.
Yet when we take a moment to look more closely, the reality is quite different.
Much of the Committee’s work is simply not very visible. In many cases, it is noticed only when it fails. When it is done well, it is taken for granted — which, in many ways, is exactly what we want. Roads are repaired, buses arrive, coastal paths are open, fuel and food move freely to and from the island, and the natural environment is protected. All these things fade into the background of daily life.
But behind that normality sits a substantial and often unseen body of work that touches almost every day‑to‑day experience of living in Guernsey.
For example, the Committee is responsible for maintaining more than 400 kilometres of road network, which is roughly equivalent to the distance between Poole and Leeds, along with nearly 250 junctions. Keeping that network safe and serviceable is not simply a matter of resurfacing roads when they wear out. It underpins access to work, education, healthcare and for emergency services, and supports the movement of goods and services across the island — in other words, it underpins the economy.
That network is subject to regular condition assessments, allowing planned maintenance to be scheduled sensibly, contractors to programme work efficiently, and utility companies to coordinate network upgrades. This helps avoid unnecessary disruption and makes best use of resources. All this work is delivered by what is, in reality, a relatively small team within Traffic and Highway Services, whose impact often far exceeds their visibility.
Alongside roads, the Committee also plays a vital role in safeguarding Guernsey’s ability to trade effectively, particularly through our responsibilities for animal and plant health — commonly referred to as sanitary and phytosanitary, or SPS regulations. This is especially important at a time when the UK and EU continue discussions around changes to trading arrangements.
Officers continue to liaise closely with the UK government and other authorities to ensure that goods, plants and animals can continue to move into and out of the island without disruption. When this work is done well, nothing much appears to happen — which is exactly the outcome people want.
The Committee is also acutely aware of uncertainty arising from events in the Middle East and elsewhere in the world. Within our mandated responsibilities, we continue to monitor implications for energy resilience and food security, working closely with local suppliers to ensure that risks are understood and contingency arrangements kept under review. While we cannot insulate the island from global price pressures, we can ensure that Guernsey is as prepared as possible to respond to supply disruptions should they arise.
The Committee has formally identified the need for a Strategic Infrastructure Plan for Guernsey. This will provide a coordinated, long‑term framework to guide investment across transport, energy, water, coastal defences, and land use.
This marks an important shift away from fragmented, asset‑by‑asset decision‑making toward a more holistic approach that considers how different systems interact, how population pressures and climate risk affect future demand, and how limited resources can be deployed most effectively.
A piece of work with such a wide remit inevitably takes time to shape properly. We are currently at the very start of this process, determining its scope and methodology. Getting this right at the outset is essential because the decisions informed by this work will have consequences that extend decades into the future.
These responsibilities — covering infrastructure, energy, environmental protection, and regulatory oversight — are fundamentally about resilience and public safety. They rarely generate headlines, but they matter enormously when things go wrong.
Having set out some of that context, I want to turn now to the more visible ways in which the Committee is working to deliver the needs of the community we serve.
When people talk about “infrastructure”, it can sound abstract or distant. In reality, most people judge whether government is delivering in very practical ways: can I get to work; can my children get to school safely; can an ambulance get through; and can businesses operate efficiently?
On the roads, the past year saw delivery of the annual maintenance programme, including resurfacing of key routes such as the Grange, Le Bourg and Route Militaire, alongside patching where that represented better value for money than full resurfacing. Works were also undertaken at Port Soif car park to allow emergency helicopter access.
More recently, improvements have been delivered at the Weighbridge roundabout, which is a critical gateway into St Peter Port and vital for both business and social activity. Through careful planning, we ensured that access through the roundabout was maintained during the working day, reducing disruption for commuters, shoppers, and town‑centre businesses — recognising that roadworks do not happen in isolation, but can have wider economic impacts.
Alongside physical works, the Committee manages a constant flow of less visible coordination. In 2025 alone, around 4,000 enquiries and applications were managed in relation to temporary traffic management, with almost 3,000 permits issued, resulting in 1,252 actual road closures. This planning and coordination ensures that essential works can take place safely, while preventing unnecessary congestion or duplication. It is precisely this behind‑the‑scenes work that stops small issues escalating into large‑scale disruption.
Public transport is another area where delivery is judged in practical terms. For many people, the bus is not an optional extra — it is how they get to work, attend hospital appointments, or remain socially connected.
In 2025, there were around 1.8 million bus journeys across the island. Stagecoach marked its first full year of operation in Guernsey, covering more than 1.3 million miles and carrying over 1.7 million passengers, alongside improvements in reliability, cleanliness, and service standards.
At the same time, we have begun taking measured steps towards fleet modernisation. Two electric buses are now in operation, with charging infrastructure being developed to allow future expansion. This approach reflects our broader philosophy: sensible, cost‑effective improvements over time, rather than abrupt or expensive transitions.
Another important measure of performance is whether people feel safe — particularly when it comes to their children. That means safe routes to school and confidence on the roads for all users.
Last academic year, more than 400 children completed Bikeability Level 2, equipping them with practical cycling skills, while adults also took part to build confidence. Building on this success, we are trialling family sessions in partnership with the Health Improvement Commission. This work makes everyday journeys safer and benefits everyone, whether they walk, cycle, drive, or use public transport.
School Streets are another example of targeted, practical intervention. In addition to St Martin’s, a School Street at La Houguette has now been made permanent. Schemes are progressing for Les Beaucamps and St Sampson’s High School, and a feasibility trial for Castel Primary is starting shortly ahead of a potential longer trial. These are not symbolic gestures, but carefully designed local measures aimed at improving safety during peak school times.
One of the clearest tests of public service delivery is what happens when things go wrong.
Storm events place real strain on infrastructure and on the people responsible for keeping the island functioning. During Storm Goretti, officers worked across teams and with external partners to clear primary routes, restore access and support continued bus operations where it was safe to do so.
Environmental teams carried out remedial works to restore public access and repair damage, including preventative “stitch in time” interventions such as at the Bathing Pools, where early action avoided far more expensive repairs later.
This kind of response does not happen by chance. It depends on effective planning, good coordination and people stepping up under pressure — often outside normal working hours. I want to place on record my thanks not only to civil servant officers, but also to the emergency services, States Works teams, contractors and specialists whose efforts ensured that disruption was minimised.
Living on an island means we can never ignore the sea. Coastal defence is not glamorous, but it is fundamental. In Guernsey, Alderney and Herm, ongoing maintenance from revetments and repointing to slipway and harbour works protects communities and saves money in the long term.
In Alderney, the breakwater remains a critical asset. Following damage from Storm Goretti, repairs are being prioritised ahead of next winter, recognising both its importance and the practical challenges of working in such an exposed location. Recent engagement with the States of Alderney has been constructive and underlines the value of close communication when managing major infrastructure.
With improved clarity around future development, the Committee is now progressing flood resilience work at the Bridge. This project will enhance protection for infrastructure, businesses and homes while helping unlock development at major housing sites including Leale’s Yard and land around the Braye du Valle. Survey and investigation work is under way, with construction tenders expected later this year, subject to business case approval.
Guernsey’s environment is not merely decorative. It underpins our quality of life, our identity and, in a very real sense, our economy.
In March, the Committee worked with Guernsey Ports to launch a Marine Biosecurity Guide, providing clear, practical advice to marine users, including the simple “Check, Clean and Dry” approach. This is a good example of the Committee’s preference for low‑cost, preventative measures that avoid more serious and expensive environmental damage later.
We are also continuing work that supports local production and resilience. The States previously agreed proposals to renew support for the Guernsey cow and the dairy sector, and the new arrangements have been taken up by all eligible farm businesses. In an increasingly volatile world, that kind of resilience matters.
When it comes to energy policy, people want two things: security and common sense.
I recently represented Guernsey at the British‑Irish Council Energy Ministerial meeting, continuing engagement with UK counterparts on market access for offshore wind, alongside work being progressed through the Policy & Resources Committee. Engagement remains constructive and supportive.
On local generation, while the Electricity Strategy target of 5MW of solar capacity by the end of 2025 was narrowly missed, more than 4MW was installed. This progress has highlighted the need for better monitoring, and work is under way with Guernsey Electricity and industry to improve data accuracy while continuing discussions on how to support further progress towards the 2028 target.
As a member of the Offshore Wind Delivery Board, I can report that the programme has now moved into a more delivery‑focused phase. The Board is progressing through phases that will take us from opportunity identification toward developing credible routes to market and delivery models for the Bailiwick.
Offshore wind offers significant potential economic and strategic benefits, including long‑term revenue and progress toward net zero. But it is also complex, and this phase of work is about thoroughly testing assumptions, understanding market access, commercial structures and regulatory alignment, and ensuring decisions are grounded in robust evidence. The Board’s role is to balance ambition with realism and act in the long‑term interests of the Bailiwick as a whole.
Madam, I have sought to demonstrate that the Committee for the Environment & Infrastructure is focused on practical delivery and the things that matter most to islanders: safe roads, reliable transport, protected coastlines, energy, and food resilience. In short, the fundamentals that keep people safe and support a functioning economy.
The Committee has increasingly prioritised pragmatism over aspiration, enabling frameworks over premature capital spend, and long‑term resilience over short‑term fixes. This has positioned E&I as a delivery‑focused committee as Guernsey enters the next phase of its major projects’ agenda.
We are not pretending that everything is perfect, nor that there are no difficult choices ahead. That is precisely why we are piloting priority‑based budgeting and placing value for money at the centre of our decision‑making.
And if I may end where I began: when someone asks me in the supermarket what the States are doing for them, I want to answer plainly - not with buzzwords or theories, but with real examples of delivery that people can recognise in their daily lives.