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Civil Service

Civil Service Live and our vision for the future

John Manzoni
John Manzoni, Chief Executive of the Civil Service and Cabinet Office Permanent Secretary

Civil Service Live is back this summer, with events in five locations in England, Scotland and - I’m delighted to say - for the first time, Wales. For civil servants, it’s the biggest learning opportunity of the year, counting towards your five days, and you can register now.

This year, CS Live has a special purpose, to promote a vision of what our Civil Service needs to be like in the future.

The Civil Service Board has given a lot of thought to what the Civil Service should look like in 2020. And we’ve taken views and advice from civil servants at all levels, across many regions, departments, agencies and professions in producing a vision of where we want to be by the end of the decade.

Over the coming months you will have the chance, via a range of forums, channels and platforms, to learn more about this vision and what it means for us as civil servants.

Civil Service Live 2016 is a key opportunity to do this, and to understand some of the actions we are taking to turn the vision into reality.  

Four pillars

The core themes of the event are the four pillars that support the Civil Service vision:

  • Improved outcomes - providing efficient, trusted services for the public, designed around users’ needs
  • Skilled people - developing high-performing, adaptable civil servants who take personal responsibility
  • A great place to work - one that is inclusive, flexible, modern and connected, and that encourages openness, challenge, innovation and excellence

At Civil Service Live 2016 we will explore these themes, showcasing examples of best practice from within the Civil Service across each area, in a programme designed to give practical insights and advice on developing the skills and capabilities we need to realise the vision.

We achieve a huge amount, and we are rightly proud of these achievements, but we know we can work in ways that are even smarter and more efficient. This is at the heart of the vision. Everything about it, and much that we are already doing, is geared to making this the best Civil Service in the world – from attracting and developing talent from the broadest possible pool so that we are truly representative of the people we serve, and ensuring everyone has the opportunity to realise their potential; to breaking down barriers that inhibit collaboration across departmental boundaries; and building up the cross-government functions and professions.

Your development

Bespectacle man in shirtsleeves speaking with banner behind
John Manzoni speaking at Civil Service Live 2015 in Manchester

I plan to be at every one of the events this year, talking about these issues – and listening to what you have to say.

We need to bring the vision into focus and discuss what it will take to create the Civil Service of the future. Civil Service Live is your chance to engage with the challenges and opportunities that presents.

But above all, it is an opportunity to think about yourself, your development, and make new contacts across the Civil Service.

So, register now, find out what the vision is all about, and what you can do to make it a reality.

See you in the summer!

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  1. Comment by Paul Lebby posted on

    This looks like an opportunity to meet and mix with officials from right across the spectrum of government work. I am certainly interested in hearing what the Service could be like in the future.

  2. Comment by William (MoD) posted on

    With respect Mr Manzoni,

    I'm sure I won't be the only person that thinks -

    Improved outcome - How? With fewer staff and more consultants than Civil Servants?
    Effective Leadership - Didn't rate very highly in any of the last Have Your Say Surveys
    Skilled People - Leaving as soon as they can because of the pay reductions
    A great place to work - as long as you don't mind your pay reducing every year

    • Replies to William (MoD)>

      Comment by Matt posted on

      Hi William,
      You mentioned the "p" word so I felt compelled to comment...
      Personally I assume John is talking about how things should ideally be in the future once we "realise the vision" rather than the current situation. I am taking John's message as a promise that matters will have improved by 2020 to the point where the the definition of the four pillars agrees with what we see in the real world.
      I am unable to counter any of your assertions about the core themes (without qualifying one's definition of "improved" and "effective") but in life there are always exceptions - some skilled people will accept a reduced standard of living rather than migrating to better paid work because they believe the work they are doing is important.

      • Replies to Matt>

        Comment by William (MoD) posted on

        Thanks Matt,

        And I too realise that Mr Manzoni is talking about post 2020.
        But, as I'll be 60 in late 2020 and, if I stay in the MoD, my pay will have been essentially frozen for 10 years.
        This means: -
        * My pension is reduced;
        * Assuming I am still a C1 - I will still be below the max after 28 years in grade
        * My wages will be well below the industry norm for a MSc qualified engineer.

        You'll be able to figure out that I have been in the MoD a while, and I recall when qualified specialists got rewarded for their skills, experience and qualifications.
        This was taken from us when we went broader band.
        I know - this has nothing to do with Mr Manzoni or this Government.

        But - it is an indicator on how we (engineers) feel treated.
        An indicator to that is of the 18 MoD technical apprentices first taken on in Abbey Wood - only 2 are still in the MoD. WHY?
        We have tried to recruit a C1 ILS engineer - it took 11 month to find one on promotion. WHY?
        I have heard that Com Land (3 star) has lack of ability to keep technical specialist as a major risk.

        The answer is simple. No matter how much tweaking the senior management do to PARs, training, leadership and environment - we work for pay.

        Personally, I am a great believer in doing the best I can for the Armed forces (they do a great job). But I cannot be taking home £35 a month less than I was in 2011 and feel motivated and rewarded and I certainly do not agree with the statement about - "developing high-performing, adaptable civil servants who take personal responsibility".

        Once that happens, if they're young enough - they leave!