What we ask of our institutions, systems, and governing structures—to love all—we must also ask of ourselves.

What we ask of our institutions, systems, and governing structures—to love all—we must also ask of ourselves.

Something remarkable was happening in evening Zoom sessions with parents and policy makers at the Connecticut Office of Early Childhood (OEC). Participants weren’t just strategizing about childcare. In their discussions, they were redesigning the work of making decisions through collaboration.

Deep misalignment exists between what the American people want from their government and what they believe they are getting from it. To address this problem and unlock the possibility that our government can be a true partner, truly responsive, and a more effective force for good in our lives, we must shift how entire government agencies do their work, and most importantly, what they understand their responsibility to the communities they serve to be. Sponsored by Third Sector

For nearly three years, the OEC, together with its Parent Cabinet, has been coleading an experiment many have tried but abandoned: moving at the speed of trust to integrate parents into central decision-making roles. What if agencies serving children, families, and our most vulnerable citizens could redefine their work as service providers to become community stewards, engaging people as cocreators of the policies that shape their lives? Trust deepens and meaningful outcomes are possible when communities hold power.

Research by the Frameworks Institute shows that 70 percent of Americans believe the government is rigged. That is a staggering number, but it can point us toward an opportunity we have missed for too long.

What if all we need to do is return to the ancient wisdom we’ve abandoned (Indigenous healing circles, elders on the porch in Black communities, circles of trust, and mutual aid networks), wherein problems were addressed and opportunities created in community? Decades of superficial consulting and tokenism, especially with Black and Brown communities and other people furthest from opportunity, have reinforced skepticism and a profound sense of disconnect between communities and government.

In my work as a consultant, I have seen government officials endlessly discuss outcomes, which is indeed a starting point. My experience in the field, however, has shown me that improved metrics won’t rebuild trust if we’re still treating people as data points instead of decision makers. Achieving outcomes and real engagement means practicing trust through transparency, shared power, and continuous feedback. It means abandoning performative outreach and adopting a consistent practice of accountability and shared stewardship.

At Third Sector, my colleagues and I have the privilege of serving as a bridge between government agencies trying to solve problems and the communities that will live with the policy solutions. I came to Third Sector with a renewed sense of purpose following years of consulting at the local, national, and international levels on ways to improve outcomes for children and families. My consulting work had ebbs and flows. I often felt distressed about whether my colleagues and I were making a difference, especially in situations where community and government seemed most disconnected.

A year after the Nepali government decentralized education, granting local authorities decision-making power in their communities, I found myself in a remote village visiting a school managed by parents, grandparents, and caregivers in partnership with regional education leaders. As the elders led me around, proudly showing off improvements, I witnessed how empowerment, trust, and love had converged to improve early childhood conditions in a local context. It was a beautiful reminder that responsive government and community decision-making can work, and it solidified my conviction about what responsive government looks like.