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Guidance

National School of Government and Public Services: Theory of Change (HTML)

Published 26 October 2026

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Inputs

Skilled people

An expert workforce that establishes the National School as a world-class institution.

The expert knowledge, evidence and best practice of our partners.

Funding

More efficient and focused investment in Civil Service skills, learning and development.

A new central funding model with simplified funding across the Civil Service.

Activities

  • Establishing a National School that provides high-quality learning and development for civil servants, aligned with government priorities and essential skills.
  • Using the expertise of civil servants to design and deliver more training in-house, strengthening how government improves capability and reducing reliance on outsourced providers.
  • Improving in-person and online learning environments for a better experience for civil servants.
  • Helping users navigate and access learning and development.
  • Expanding our support for leaders across the UK’s public services to inspire and enable collective public sector delivery.
  • Generating the data and evidence needed for world-class training, learning and skills development.
  • Partnering with government departments, professions, experts and academics to improve Civil Service skills.

Outputs

The National School of Government and Public Services. Key features include:

1.

A world-class learning and development offer for civil servants and public sector leaders featuring:

  • L&D in universal skills including leadership and management, digital and AI and working in government
  • featuring the College for National Security
  • talent development schemes including the Fast Stream
  • public sector leader programmes and networks, and
  • ministerial training

2.

A targeted curriculum aligned to the priority skills for government

3.

An accessible and easy to navigate digital learning platform

4.

A flagship national venue for in-person learning and network of regional venues across the UK

5.

Strong evidence of learning impact, delivered by the National School Evidence Centre

6.

A suitable learning operation that drives learning culture and expectations across the Civil Service

Outcomes

  • Civil servants are clearer about the skills they are expected to learn, at every stage of their career
  • Civil servants have easier access to learning, both in-person and online
  • Civil servants and public sector leaders place greater value on learning and development and use learning in their workplace
  • Civil servants use the networks they develop during learning and development
  • Civil servants receive the development they need to advance in their careers
  • Civil servants have the core skills they need, including in priority areas such as digital, data, innovation and AI, and leadership and management
  • Reduced duplication of learning and development between government departments and professions
  • Strengthened leadership and collaboration across the public sector
  • The National School is recognised, by learners, leaders, partners and beyond, for its quality and impact

Impacts

  • Better public sector productivity and value for money for the taxpayer
  • Better services for the public
  • A skilled Civil Service and public sector that is prepared for the future

Key assumptions

  • The National School has the funding, people and infrastructure needed to build a world-class organisation.
  • The National School learning offer is used within departments to drive improvements and deliver better public service.

How we will drive change

  • A Civil Service wide strategy: High quality learning maximised across the Civil Service, with clear responsibilities for the National School, government departments and professions
  • A Civil Service learning culture: A lasting learning institution that works across the Civil Service to drive learning culture
  • Public sector impact: A model that delivers evidence-based learning with a long term impact, contributing directly to public sector outcomes.

The essential behaviours we need to achieve our outcomes

  • Government departments value National School services
  • Leaders and managers promote learning and remove barriers
  • Learners put learning into practice in the workplace

The main external factors contributing to skills improvements

  • Learner motivation
  • Line management support
  • Removal of barriers to learning
  • Department cultures
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