Sometimes those who have a spell working in central government having arrived from another sector come away with a good impression of the civil service world. It really is they say a Rolls Royce service with smart people doing their best to balance a whole lot of conflicting pressures. But more often they do not.
A number of colleagues I worked with in central government came from the local government world – ranging from Lucy de Groot, ex CEO of Bristol; Ray Shostak, one time director of children, schools and families at Hertfordshire CC; Bob Kerslake, once CEO of Sheffield City Council; and David Bell, a former CEO of Bedfordshire CC.
