Trust Me: What’s a High-Trust Government Look Like?
American trust in government institutions is at historic lows. Throw a stick at a workshop, op-ed, or white paper on state of governance today and you’ll run into a worrying statistic about trust in public institutions. The pervasiveness of this worry makes sense: the legitimacy of democracies relies on trust. Lower trust means every program, every public benefit, every crisis, every investment is just that much more difficult, if not impossible; the flywheels of low trust weakens government capacity for everyone.
But here’s the thing: what if low trust was not a given? Or, said another way: what if we had the power to improve trust in government – what would that world look like?
After studying trust in government for years, one of my top concerns is that we have simply accepted lower trust as a fact of life and, worse than that, irreparable. That declining trust in government is simply seen as an acceptable cost for Americans – a notoriously skeptical bunch when it comes to government – and perhaps we’re a little proud of it. This is concerning for all kinds of reasons but at the top of my list: it lets government (and everyone else!) off the hook.
Trust is complex and there is no one simple fix to permanently reset the relationship or shift the trendline between government and people. But that does not mean it’s off limits. I believe it is possible, but more importantly, I believe it is worthwhile to improve trust and trustworthiness in government
What could high trust (and trustworthiness) in government institutions yield? Better public health outcomes (higher trust leading to greater willingness to follow public health directives, like vaccines). Greater flexibility to navigate complex public challenges (greater trust leading to willingness to accept risk and endorse innovative approaches). Wider participation in public programs (and public program design), leading to more effective and representative services that achieve their intended impacts. Better ability to manage crises (public willingness to turn to central point of information for direction). Potential for fewer transaction costs or compliance barriers (put in place to mitigate low trust levels). Greater civic participation.
At the recent workshop on the future of trust in government hosted by the Federal of American Scientists, we explored the nature of trust in specific government functions and what the worse case scenarios of trust might be, but we also specifically addressed what good might look like.
Approach and Methods
The “Future of Trust” workshop brought together government capacity experts to examine how trust operates within specific government functions, the risks and consequences of its erosion, and what it would take to rebuild. Recognizing that trust in government is not generic, participants explored how Americans’ varied encounters with federal systems (such as hiring and talent management, data collection and reliability, procurement, and customer service) shape their perceptions and engagement. The group considered potential first- and second-order impacts of changing trust, early indicators that key thresholds may be at risk, and strategies for either restoring trust or adapting to a new reality. The discussion was grounded in the context of significant federal changes in management functions and larger trends imparting them.
While catastrophic breaking of trust can serve as both a cautionary tale and context for reform, genuine improvements can demonstrate why caring about trust and trustworthiness should be a north star for public sector organizations. To keep ourselves from falling into the depths of despair (and to recall why this work matters), we asked key functional areas in government would look like if they engendered high trust? Or, in other words: is building trust in the federal workforce, federal procurement systems, public sector customer experience, and federal data systems worthwhile?
Below are the four best case scenarios generated at the workshop, summarizing the best case scenarios for trust each of these functional areas.
Great Public Service is the Defining Image of American Governance
Imagine a future United States where public service is a dream opportunity and a top destination for talent at all levels. College students and young professionals aspire to join, knowing they’ll find meaningful work, fair treatment, and opportunities to build diverse lifelong careers based on the experiences they gain. Mid-career professionals move easily between government, academia, and the private sector, enriching federal expertise without stigma or political baggage, and impacting other sectors with their public-benefit mindset. Public servants are celebrated as heroes: not just astronauts or diplomats, but patent examiners, social security field officer workers, and climate analysts. Pop cultures elevates the everyday work of government as essential, positive, and valued, and audiences are exposed to a wide range of public service missions in film, TV, literature and more. People are motivated to better understand the diverse roles of government, and the public sees and feels the government’s responsiveness in their daily lives through their engagement with civil servants of all kinds.
Congress treats workforce issues as foundational to national strength, supporting reforms that sustain a professional, accountable, and diverse civil service. Systems of accountability ensure power is used responsibly, building confidence in government safety and fairness. Flexible hiring and a reliable stream of talent allow agencies to focus on long-term excellence rather than constant reinvention.
As a result, the federal government becomes one of the most competitive sectors (federal internships are career launchers; federal experience is a resume enhancement). The U.S. sets a global standard for how a trusted, high-performing workforce can underpin democracy. Pride in government work spreads outward, creating a virtuous cycle in which esteem, talent, and outcomes reinforce one another: people want to be on the winning and admired team. Great people doing great work, visibly and with integrity, become the defining image of American governance.
Federal Procurement is a Driver of Public Trust
In a world where trust in federal procurement is high, it’s widely recognized as one of government’s most powerful levers for delivering public value. Agencies consistently prioritize best value, ensuring that contracts translate into real improvements for people’s lives.
Procurement choices reflect thoughtful strategy and agencies clearly distinguish what must remain core government work from what can be outsourced. Institutional and technical expertise is fully integrated into the acquisitions workforce, making government a smart, discerning buyer that understands both the risks and the opportunities of each decision.
Transparency and clear communication are the norm, with citizens and Congress able to see how contracts are awarded, what outcomes are promised, and whether those outcomes are delivered. Confidence grows that procurement serves the public. Over time, procurement becomes a driver of trust: government dollars are seen to consistently buy not just goods and services, but fairness, innovation, and better outcomes for the American people.
Trustworthy Customer Experience is a Core Democratic Value
A world with high trust in federal customer experience has services are so effective, intuitive, and respectful that they become a source of national pride. Citizens never stand in long lines, wrestle with redundant forms, struggle with translations, wonder if their information is secure. Eligibility, verification, and delivery are proactive, straightforward, and seamless. Co-design is a given and people feel they have a role in shaping the services they receive. Every interaction feels human-centered, affirming dignity rather than imposing burdens.
This transformation is backed by strong political interest and political will. Recognizing their duty and role, Congress passes outcomes-based legislation, trusting agencies to determine the best delivery methods and iteratively measuring success by results, not process. Bipartisan support sustains investments in modern service delivery, while spending is transparently tied to clear and easy to understand metrics that are tracked, shaped by, and shared with the public.
Trust grows as effective services demonstrate government’s capacity to deliver on promises. Civic participation expands as people see their input reflected in co-designed services. Authentic, two-way communication reinforces this trust, showing that government not only serves but also listens. Over time, customer experience becomes a core democratic value: a system where outcomes are clear, accountability is real, and government simply works beautifully for the people it serves.
The Federal Data System is the Backbone of Democracy
Data underpins a government that is responsive, accountable, and anticipatory. Citizens no longer repeat the same information across agencies, with an “ask once” environment ensuring seamless, user-centric service. Secure and interoperable systems give government real-time insight, enabling proactive responses to emerging needs and building trust through visible speed and accuracy.
Data careers thrive inside government. Staff are recruited for their analytical and stewardship expertise, with robust pathways for career development. A diffuse community of data talent across academia, private industry, and civic tech reinforces data literacy and feeds a pipeline of skilled professionals into federal service. Government becomes a best place to work for data experts who want their skills to have national impact.
The public data ecosystem itself is diversified, reducing risks of manipulation by spreading data sourcing across suppliers. Public participation in data generation strengthens trust and relevance. Shared factual foundations guide decisions, ensuring policy debates are grounded in evidence rather than misinformation, and science agencies, service providers, and policy offices all benefit.
Conclusion
Feeling inspired? Take another deep breath – this workshop wasn’t about painting a utopia, but about imagining what’s possible when trust in government is built and sustained. What should stay with you is that trust isn’t an abstract ideal; it’s the foundation that enables strong workforces, smarter procurement, seamless services, and data ecosystems that keep government responsive and accountable. And while no single reform flips a switch to “high trust,” together they can create a virtuous cycle of legitimacy, performance, and pride. What we can do is this: as the government capacity community designs reforms and innovations, they can embed trust as both a principle and an outcome (how? Part three of this series will dig into concrete strategies!). These scenarios aren’t predictions but tools to chart the upside of reform, helping us see how investment in people, processes, services, and data can make government stronger.
At a period where the federal government is undergoing significant changes in how it hires, buys, collects and organizes data, and delivers, deeper exploration of trust in these facets as worthwhile.
Using visioning, world-building, scenario planning, and other foresight tools, participants set aside today’s constraints to design blue-sky models of a future American government.