Our unique experiences serving in states with very different political landscapes have cemented our belief in a crucial principle: revitalizing public safety-net programs can empower our communities’ most vulnerable members, fostering self-reliance, building hope, and uplifting everyone. This revitalization must begin with a rebirth of trust in critical government systems like health and human services, as these programs profoundly impact the lives of all Americans.

Trust is seldom used to describe the relationship between individuals and government, yet it is essential in supporting families to achieve their own definitions of success. Often, this success is rooted in goals tied to purpose and self-sufficiency, with pathways anchored in government programs supported by their community. We have both witnessed countless examples of families avoiding available programs due to a lack of trust in government or the social stigma associated with accepting assistance. By rebuilding a greater level of trust between government and its people, we can enhance engagement in essential programs, ultimately breaking the cycle of multi-generational poverty and fostering long-term positive outcomes.

Trust is most effectively built through the efficient and timely delivery of resources by critical systems in the health and human services sector. When people need help with their families’ basic needs and government systems respond quickly, trust is established. This trust increases the likelihood of subsequent engagements in programs that promote upward mobility, such as adult education and workforce development.

To rebuild public trust, the government must efficiently meet people where they are, in neighborhoods and communities, alongside trusted partners.

Our journey through geographically diverse systems provided deep insights into managing the complexities of safety-net programs. Despite the contrasting state models — California’s has a decentralized system across 58 counties and Oklahoma’s is centralized state-administered — we have found common ground in delivering meaningful and compassionate programs and services. We recognized the strengths and challenges inherent in each system. California’s decentralized model promotes local responsiveness but requires coordinated efforts across diverse counties, while Oklahoma’s centralized approach ensures uniformity but demands robust state-level infrastructure.

Today, amid growing public distrust in government, the essential role of health and human services in our communities is more critical than ever. From our frontline experiences, we believe restoring trust in government begins with reimagining the delivery and perception of these vital services.

Public sector organizations, and health and human services agencies specifically, are at a pivotal juncture. As the needs of those they serve evolve, it is imperative that they adapt their approaches to meet these changing demands. They must now seize the opportunity to iterate and improve how they deliver services. Now is the time to be bold and transformative to garner this opportunity to build back trust in government.

Central to this reform is leveraging cutting-edge technology, particularly artificial intelligence (AI). AI can revolutionize data analysis, optimize resource allocation, and tailor service delivery with unmatched precision. However, it is essential to embrace AI and Generative AI (GenAI) strategically to avoid exacerbating disparities and ensure that humans continue to make vital eligibility decisions. Embracing AI-driven solutions transcends partisan lines, offering a pathway to enhanced efficiency and effectiveness that benefits everyone.

Equally important is fostering genuine bipartisan community engagement rooted in cultural empathy and linguistic inclusivity. To rebuild public trust, government must efficiently meet people where they are, in neighborhoods and communities, alongside trusted partners. By bridging ideological divides and authentically connecting with diverse communities, government can ensure services are tailored to meet real needs. This starts by actively listening to the fears, goals, and dreams of those served. For some, government has left them behind; for others, it has betrayed them altogether. Building back trust is not easy and takes time. More importantly, we must collectively continue to bridge our differences with curiosity to build a brighter future for the next generation.

A whole-person, whole-family approach to service delivery is imperative, addressing the diverse needs of individuals and families across health, education, housing, and employment sectors.

At the core of this transformation is the need to incorporate the science of hope into policy frameworks. Hope is a powerful catalyst for change, inspiring individuals to envision and pursue better futures. By embedding hope into our programs, government can instill resilience and empower individuals to create pathways to overcome adversity, regardless of political affiliation. This also requires us to create a culture of change within public sector organizations grounded in the science of hope while emphasizing the belief in the possibility of positive change for the individuals served by government.

Finally, a whole-person, whole-family approach to service delivery is imperative, addressing the diverse needs of individuals and families across health, education, housing, and employment sectors. This integrated method fosters long-term stability and well-being, transcending political rhetoric to deliver tangible benefits to all Americans. We recognize that this is easier said than done, as government often operates in silos, making it challenging to integrate and coordinate programs and services.

As we look ahead, our goal must be to reconcile divides and fundamentally transform how health and human services are perceived and delivered in America. Achieving this demands bold, bipartisan innovation, collaborative partnerships, and an unwavering commitment to equitable outcomes and compassion for our fellow Americans.

Together, let us chart a course toward a more inclusive and responsive public sector health and human services system that uplifts every individual and community, regardless of political affiliation. Now is the time to forge a legacy of unity, opportunity, and dignity for all Americans.

Marko Mijic

Marko Mijic served as undersecretary at the California Health & Human Services Agency (CalHHS), where he managed 12 departments and five offices, overseeing over 34,000 employees and an annual budget exceeding $260 billion. In this role, he focused on refining government operations, enhancing access to health and human services, and advancing an equitable recovery from the pandemic. Read More

Justin Brown

Justin Brown is CEO of Global True North, a Public Benefit Corporation and health and human services consulting bureau. In 2023 Brown and other leaders founded the Center for Public Sector AI, a nonprofit that supports government leaders in minimizing risk and maximizing impact of contemporary technologies in their agencies. Read More

Paula Ginsborg

Paula Ginsborg is the CHCF Communications & Engagement team’s digital design strategist, managing graphic design and digital imagery. Paula holds a bachelor’s degree in art history and Spanish from Mary Baldwin College and a certificate in design communication arts from UCLA Extension.