OPINION 26 August 2024 – Have you ever been freedom camping? Did you find a nice spot of grass and just pitch your tent? Have you ever done this on the lawn of Parliament? In Feb 2022, the grounds of Parliament became home to a very different kind of camping—a protest fueled by a deep distrust of government.
Moments like these remind us how fragile trust in government can be. It can take years to build but can be shattered in an instant. As we navigate an era of rapid technological advancements and increasingly complex challenges, trust is becoming one of the most critical assets for any government. Without it, we risk losing the social licence needed to tackle the pressing issues of our time, from climate change to housing crises.
During a recent talk, I spoke about the importance of innovating for trust, focusing on three key elements: responsiveness, transparency and representation. I want to dive into the first of these—responsiveness—and explore why it’s crucial for rebuilding and sustaining trust in government.
Responsiveness: More Than Just Speed
When we think of responsiveness, it’s easy to assume it’s just about acting quickly. But in government, it’s about so much more. It’s about understanding and addressing the needs and expectations of citizens without wasting resources. Responsiveness is about delivering tangible outcomes that resonate with the public, proving that the government is listening and acting on behalf of its people.
My career began at Toyota New Zealand, a company consistently ranked as one of the most trusted brands globally. Toyota’s reputation isn’t just because they produce reliable cars; it’s because they respond to their customers’ needs effectively and transparently. When something goes wrong, they address it promptly and ensure that their customers are taken care of. This is the essence of trust.
In government, however, responsiveness can often feel like a far-off dream. We’ve all seen the headlines about projects that overpromise and underdeliver, eroding public confidence. Take, for example, the Wellington light rail or the Lake Onslow hydro scheme—projects mired in delays and budget blowouts. These examples highlight a broken model of public service delivery, where responsiveness is sacrificed for bureaucracy.
The Broken Model of Public Service Delivery
For nearly a decade, I’ve worked on innovation projects across the public sector, witnessing firsthand the challenges that plague government initiatives. A senior leader once told me, “There are 1,000 blooming flowers, great projects that look innovative but inevitably wither and die in the fields of government bureaucracy.” This quote perfectly encapsulates the struggle many of us face when trying to push for change within the public sector.
The resistance to innovation in government is high. Whether it’s fear of failure, political risk, or the slow-moving culture of bureaucracy, these barriers make it incredibly difficult to change the status quo.
But here’s the silver lining: there’s a tipping point.
When projects focus on delivering value within the current constraints—without trying to overhaul the entire system—they start to gain momentum. And when that momentum builds, it becomes much harder to stop.
Three Examples of Responsiveness in Action
- Manaaki Tairāwhiti: This project, which we worked on as part of the GovTech Accelerator, involved creating a tool that allowed frontline navigators in Tairāwhiti to collect and share insights directly with decision-makers in Wellington. By automating this process, end-users’ voices were heard clearly and quickly, leading to real change. This tool is still in use today, a testament to the power of responsive innovation.
- Department of Conservation (DOC): We helped DOC develop a tool to combat weeds—a problem that costs New Zealand $50 million annually. In just four months, a solution was built that connected data with the people who could act on it, solving a massive problem and securing long-term funding to keep the project alive.
- The Philippines Social Service Project: In Manila, we developed a chatbot that helped social services clients better understand what they needed to bring to appointments and what benefits they were eligible for. This small, quick-win project has had a lasting impact, showing that even minor innovations can make a significant difference.
Small Wins, Big Impact
The common thread in these examples is that they started small. Rather than aiming for massive, transformational change right out of the gate, these projects focused on delivering immediate value within existing frameworks. This approach not only made them feasible but also built the momentum needed to push through the bureaucratic resistance.
Some might argue that focusing on these smaller projects isn’t enough—that what we need is wholesale transformation. But for every massive project, there are a thousand smaller ones that must be delivered. These small wins build trust incrementally and create a foundation for larger, more ambitious initiatives.
A Call to Innovate Responsibly
As we face the challenges ahead—climate change, inequality, aging populations—it’s clear that the government needs to be brave and bold. But bravery doesn’t always mean big, sweeping changes. Sometimes, it means being responsive, delivering value quickly, and building trust step by step.
Innovating for trust isn’t just a lofty ideal; it’s a practical necessity. By focusing on responsiveness, we can demonstrate that the government is not just aware of citizens’ needs but is actively working to meet them. And in doing so, we can begin to rebuild the trust that is so essential for a healthy democracy.
Opinion piece by
Jonnie Haddon
GM Government Innovation, Creative HQ
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