Building Trust In Government

No Connection, no Disclosure, no Justice. Every time a victim of domestic violence or sexual assault considers speaking to law enforcement, they are making one of the most difficult choices of their life. And that choice doesn’t hinge on policies or paperwork, it hinges on whether they can trust the officer in front of them. That trust comes from one thing: a genuine human connection. As officers, we need to understand that survivors aren’t testing our patience, they’re testing whether we are safe enough to trust. Trauma changes how people share their story. They may hesitate, contradict themselves, or go silent. Our role is not to judge those moments, but to meet them with compassion, respect, and patience. This is not “soft policing.” This is effective policing. When victims trust us, they disclose. When they disclose, we gather the evidence needed to hold offenders accountable. When offenders are held accountable, lives are saved. So here’s the call to action:    •   Slow down.    •   Listen without judgment.    •   Show victims that we see them, not just their case. If we fail to make that human connection, the abuse stays hidden. But if we succeed, we can stop the cycle and bring real safety to survivors and communities. Let’s never forget, before we are officers, we are human beings. And it’s our humanity that earns the trust to do this job.

⚖️ Fairness, communication, professional integrity, and a shared belief that tax systems deliver value back to society - a formula for building Trust in Tax. The latest Public Trust in Tax 2025 report by ACCA, IFAC, OECD - OCDE, and Chartered Accountants Australia and New Zealand, highlights public trust as the invisible currency of any tax systems: trust drives compliance, engagement, and ultimately better public outcomes. People do not just comply with tax because they have to. They do so when they believe the system is fair, transparent, and working for the common good. 👉 Globally, over half of respondents (53.8%) say corruption is a major factor influencing attitudes toward tax. 👉Encouragingly, professional accountants remain the most trusted stakeholder in tax, with many respondents believing they help make tax systems more efficient, effective, and fair. 👉In Asia-Pacific, nearly two-thirds (about 65%) see tax as a contribution to their community rather than simply a cost. Across Australia and New Zealand, the Australian Taxation Office reports that over 94% of the income tax collected from individuals not in business was paid voluntarily or with little intervention (2019-20). Likewise, the Inland Revenue NZ reports that 94.5% of GST, employer deductions and income tax was paid on time and in full in 2025. These astoundingly high numbers highlight a strong culture of compliance but public debates around corporate transparency and high-profile integrity issues remind us that trust is never something to take for granted. ACCA is grateful to work with the Australian Taxation Office and the Tax Practitioners Board to communicate relevant information to our members practicing in Tax. 🔥 More importantly, this report continues to highlight the significant role that professional accountants play at the intersection of policy, business, and public interest, and are uniquely positioned to strengthen the fiscal social contract. To read the full report: 👉 https://lnkd.in/gDSKMh9E Jason Piper | Susan Franks #publictrust #policy #governance #ifac #oecd #capa #afa #safa

- From Policy to Digital Execution - I share this not only as Acting Commissioner General of the Internal Revenue Commission, but as a Head of Tax Administration navigating one of the most consequential shifts in public finance management. With the launch of our Digital Transformation Strategy 2026–2028, aligned to the Organisation for Economic Co-operation and Development Tax Administration 3.0 principles and PNG’s Medium Term Development Plan IV, we have moved from discussion to execution. Modern tax administration is not about collecting returns. It is about designing systems where compliance happens naturally. Leading administrations are embedding tax rules into banking platforms, accounting software, and digital marketplaces — consistent with the OECD Tax Administration 3.0 framework, where tax becomes part of the taxpayer’s natural systems. For Papua New Guinea, this means: • Moving from paper-heavy processes to machine-readable rules • Integrating with financial institutions and digital service providers • Using data analytics for real-time compliance monitoring This is not automation for its own sake. It is about reducing friction, strengthening voluntary compliance, and building trust. Digital reform is not an ICT project. True transformation is: • Strategy-led • Governance-anchored • Business-driven • People-enabled By 2028, we are targeting: • 90% of taxpayer interactions digitised • 80% of tax processes embedded in natural systems • 100% of staff digitally trained • 50% improvement in taxpayer satisfaction These are institutional performance commitments. In developing economies, revenue growth cannot rely solely on higher rates. It requires broadening the tax base, detecting non-compliance earlier, simplifying compliance for honest taxpayers, and leveraging data across government. Digital maturity strengthens revenue performance and system integrity. When systems are predictable and automated, discretion reduces — and so does risk. Technology can be procured. Skills can be trained. Mindset change requires leadership. Digital transformation is institutional reform. The question is no longer whether to transform — but whether we are prepared to lead with discipline and clarity. #PNGIRC #DigitalTransformation #RevenueReform #Leadership #Governance

When I became Chief of Police in Minneapolis, our city was in crisis. Violent crime had surged, the Minneapolis Police Department had lost hundreds of officers, while public trust in law enforcement and morale among the cops who remained had plummeted. In Governing magazine, I outline how the MPD is proving that reform and crime reduction are not opposing goals. Through transparency, community engagement, and data-driven strategies, we are working to rebuild trust while tackling serious crime. From precision policing strategies and community-led interventions, we are charting a new path—one that recognizes you can’t have public safety without the public. Minneapolis’ journey is far from over, but the early results are promising. Crime is declining, and confidence in the MPD is improving significantly. We’re starting to rebuild the police force. Other cities grappling with similar challenges can take away a key lesson: meaningful police reform and effective crime prevention must go hand in hand. #PublicSafety #PoliceReform #CommunityPolicing #Leadership #Minneapolis #LawEnforcement

Trust is not a soft skill. Trust is something we build. We invest billions in controls, risk systems, and data quality. Yet every major crisis from missing records to governance failures starts with the same core problem: A breakdown in clear talk, consistent action, and simple rules. I’ve seen how “unmet truth” and “silent damage” slowly chip away at confidence long before any audit report or regulatory notice arrives. When good performance is overlooked because of assumptions or office politics, the system is already broken. To fix this, trust must be planned, measured, and managed using three core Communication Checkpoints. 1. Making Reports Clear and Simple (Good Data = Trust) Every operation—Lending, Payments, Risk—is only as strong as the clear rules that support it. A single, proven source of truth for all risk and compliance data (GRC) is now a must-have. This means capital planning and reports use timely, accurate data that follows clear internal standards. Not guesses or manual fixes. In my 22+ years of transitions, "zero disruption" is only possible when every team member works from the same rulebook. Consistency is our best risk control. 2. Sharing Risks Early and Honestly (Open Talk = Strength) Traditional compliance reviews the past. Smart risk management must look ahead. Tools like AI and advanced data checks now let us test our systems weekly, find big, unlikely threats, and fix problems before they turn into official regulatory issues. Being honest and reporting issues early is a sign of competence, not a confession of failure. It turns a potential problem into long-term trust. 3. Clear Rules for All Communication (Integrity = Protection) Recent SEC fines made the message loud and clear: Your record is your only defence. Talking on unauthorized apps (like personal chat or texts) is a major risk. We need a "Trust Nothing" rule for communication: Every key business conversation must be saved and checked. This is not an IT setting. It's a core strategic rule. I’ve seen how private, side-channel talks silently ruin integrity across teams. Having clear rules for our communication channels stops confusion, removes hidden discussions, and makes sure that performance, not assumptions, is the yardstick for success. This isn't just about avoiding fines. It’s about building a culture where: - Integrity is systemwide. - Communication is open and consistent. - Data is reliable. Leadership must be grounded in honesty, not hierarchy. That is how we build strong, lasting financial operations and, more importantly, how leaders earn the confidence that lasts. #BankingOperations #FinancialServices #TransitionLeadership

The problem isn't the tax itself. It's how you're explaining it. Nobody likes talking about taxes. But that's literally your job. Most city managers treat it like a budget presentation. Slides full of numbers. Mill rate comparisons. Revenue projections. Residents tune out in thirty seconds. Connect taxes to real outcomes and residents trust you more. Here's how to actually talk about taxes so people listen: 1. Start with what taxes pay for ↳ Connect every tax to something residents use every day. ↳ Roads, parks, public safety, clean water. ↳ Skip the long list. 2. Use "if/then" tradeoff language ↳ "If we don't fund X, we cut Y over the next five years." ↳ Show simple visual scenarios, not just technical projections. 3. Frame a narrative problem and solution ↳ Demand is growing and outside funding is shrinking. ↳ Show residents the gap and how this tax fills it. ↳ That's a story people can follow. 4. Use relatable vignettes ↳ What does this mean for a renter? ↳ A small business owner? ↳ A homeowner? 5. Emphasize fairness ↳ Distinguish what residents vs. visitors pay. ↳ Show how exemptions protect lower-income households. 6. Use data and polling as tools ↳ Survey residents before proposing changes. ↳ Then share the results publicly. ↳ A few clear data points beat a data dump every time. None of this works without trust. Pair every proposal with visible accountability. Annual public reports. Citizen oversight committees. Clear project lists tied to revenue. A tax vote is a vote of confidence in your stewardship. Prove you've earned it with open budgets and regular updates. How do you explain taxes to your residents? Comment below ⬇️ ---- 🔔 Follow me (Max Sherman) for daily insights on local government ♻️ Repost to help a fellow city manager 📌 Join my free newsletter for more like this: maxsherman.com

One sentence from Parliament today stood out to me. The Skills & Workforce Development Agency (SWDA) is investigating training providers and trainees involved in potential gaming behavior [https://lnkd.in/p/gi3PbnRW]. If ongoing investigations indicate criminal behavior, police reports will be made. That statement matters for two reasons. First, it should reassure the overwhelming majority of legitimate training providers, employers and learners. Most participate in SkillsFuture programs with integrity. They are committed to helping Singaporeans build new skills, improve employability and support business transformation. They should not have their reputations overshadowed by the actions of a small minority, if wrongdoing is ultimately established. Second, it sends a clear warning to anyone who may be tempted to game publicly funded schemes. Public funding comes with public trust. Every grant dollar represents taxpayers' money. It is intended to create genuine opportunities for Singaporeans and strengthen businesses — not to be exploited through gaming or abuse. Strong enforcement protects public funds. Fair investigations protect the reputations of legitimate providers, employers and learners. Both are essential. Ultimately, the strength of the SkillsFuture movement will not be measured solely by the number of courses delivered or grants disbursed. It will be measured by something far more important: Whether Singaporeans continue to have confidence that the system is fair, accountable and worthy of the trust placed in it. That's in the interest of every taxpayer, every genuine training provider, every employer and every learner.

Last night, millions of people in Brazil were awakened by an emergency alert on their phones. The message came through the country’s public warning system, the same type of system designed to notify citizens about floods, landslides, severe weather, disasters, and situations that may threaten life and public safety. But this alert did not contain instructions. It did not describe an emergency. It did not tell people what to do or where to go. It contained only one word: “Misanthropy.” For anyone outside Brazil, the reason this matters is simple. Emergency alert systems are built on trust. When that sound goes off in the middle of the night, people assume something serious is happening. They stop what they are doing. They wake up. They look for information. They rely on the system because, in a real crisis, seconds matter. That is why this incident is bigger than one strange word sent to phones. It is a reminder that not every cyber incident is about stolen data, ransomware, or financial loss. Sometimes the target is confidence itself. If people begin to question whether an emergency alert is legitimate, the next real alert may be ignored, delayed, or doubted. That is where a technical incident becomes a public safety issue. This is what makes trust part of critical infrastructure. Power grids are infrastructure. Water systems are infrastructure. Hospitals are infrastructure. But so are the digital systems that communicate with millions of people during moments of crisis. Whether the root cause was unauthorized access, credential compromise, process failure, or system misconfiguration, the lesson is the same: systems that carry public trust require the highest level of security, governance, monitoring, and response readiness. The most powerful cyber incidents do not always destroy systems. Sometimes they make people question whether the systems they depend on can still be trusted. And once trust is damaged, restoring it can be harder than restoring technology. #CyberSecurity #CriticalInfrastructure #CyberResilience #Trust #RiskManagement #Leadership #governance

The recent case involving a railway station security guard being jailed for the sexual assault of a 14-year-old girl is both shocking and deeply upsetting. First and foremost, our thoughts must remain with the victim and her family. The courage it takes for a young person to report such an incident cannot be overstated. However, as professionals within the security and safety sector, we also have a responsibility to reflect on the wider implications for our industry. This raises important questions: • Was the individual properly licensed and vetted? • If licensed, were the background checks, DBS screening, and training standards sufficient? • If not licensed, how was someone able to operate in a security capacity without the correct credentials? • Are employers conducting adequate due diligence for both contracted and in-house security roles? This is not about nationality, background, or demographics — it is about standards, safeguarding, and accountability. The security industry depends on public trust. Every lapse in vetting, training, or supervision damages that trust for the thousands of professional officers who do their jobs with integrity every day. We must continue to push for: • Robust licensing enforcement • Thorough DBS and right-to-work checks • Higher quality training and ongoing CPD • Clear employer responsibility and audits • Stronger safeguarding culture across all venues and transport hubs One individual’s actions do not define an industry — but they do highlight where systems must be stronger. Public safety relies not only on uniforms and badges, but on rigorous standards and ethical leadership.Security Industry Authority Security Industry Federation Trade Union S12 Security Guarding Leadership Group United Kingdom Crowd Management Association Night Time Industries Association Michael Kill Trevel Henry Robert Landells Ian Fox Dawn Dines Muhammad Arham Abbas Jim O'Dwyer Ronnie Megaughin

This week, I’m in Berlin delivering training on the importance of robust and inclusive disaster risk reduction (DRR) policy. The discussions have been insightful, but one theme keeps emerging: the importance of trust. Participants have shared real-world examples of how communities’ willingness to engage with DRR initiatives, especially those inclusive of particularly at-risk or marginalised communities, is shaped by their trust in institutions, policymakers, and each other. Without trust, even the best-designed policies risk failing at the implementation stage. Building that trust means ensuring DRR efforts are transparent, inclusive, and responsive to the lived realities of those most at risk. This reminder aligns closely with a piece I’ve had published this week on PreventionWeb, exploring the role of misinformation and trust in DRR. The piece was based on a report I launched last month (https://lnkd.in/eniYeaNM), the piece examines how misinformation doesn’t just distort public understanding of risk: it actively undermines confidence in scientific expertise and disaster governance, disproportionately affecting marginalised groups. As we refine DRR policy, we need to recognise that trust isn’t an abstract ideal, it’s a core component of effective disaster preparedness and response. Without it, the best policies remain words on a page. Building trust requires deliberate effort. Key steps include: 1️⃣ Understanding the community by analysing cultural, social, and political dynamics and engaging key leaders 2️⃣ Engaging from the start using participatory approaches and consulting diverse community groups 3️⃣ Communicating openly by providing clear, honest, and timely information 4️⃣ Ensuring inclusivity by engaging marginalised groups and avoiding reliance on elite voices 5️⃣ Delivering on commitments by following through on promises and providing regular updates 6️⃣ Maintaining long-term engagement by fostering sustained partnerships and resilience-building By prioritising trust through transparency, inclusivity, and sustained engagement, DRR efforts can become more effective, ensuring that policies translate into meaningful action for those most at risk. The link to the PreventionWeb article can be found here: https://lnkd.in/ecdZMQt7 #InclusiveDRR #LeaveNoOneBehind