GUEST COLUMN.

Trust in state and local government faces significant challenges, though these levels of government maintain higher public confidence than other institutions. Recent data reveals that local governments retain 67 percent trust among Americans, while state governments hold 52 percent public trust.

However, a closer examination shows concerning trends beneath these relatively positive numbers. About 45 percent of Americans have a less than favorable view of the trustworthiness of local governments, representing an increase from 40 percent in 2017.

If unchecked, this ongoing erosion of public trust can start a destructive cycle that leads to a largely disengaged population. The potential for positive change, though, is significant. As government leaders and stakeholders, we possess a potential vehicle for rebuilding trust: implementing operational excellence through quality management frameworks that deliver positive, tangible results citizens can experience directly, helping to restore their confidence in their government.

Transforming Operations Through Quality Management

The experience of the U.S. Court of Appeals for the Federal Circuit provides compelling evidence that when quality management services are delivered accurately and efficiently, trust builds through direct experience in a way that abstract promises and rhetorical platitudes do not.

In 2022, the Federal Circuit Clerk’s Office became the first government organization to receive award-level validation under a new government quality standard. Following implementation, the office saw significant changes in its operations: case processing accuracy increased from 84.3 percent to 95 percent, processing times fell by 49 percent and employee satisfaction rose by 8.5 percent.  Most significantly, these improvements persisted through management transitions and multiple budget cycles, demonstrating that properly implemented quality systems can create lasting organizational change. 

Though this effort has shown benefits at the federal level thus far, it can be applied to state and local government as well.

A Purpose-Built Solution

Government agencies have struggled to adapt successful private-sector quality frameworks to public service delivery. Unlike private sector organizations, government agencies operate under unique constraints, including sustained public scrutiny, dual accountability to citizens and oversight bodies, regular leadership transitions, and mission requirements that extend beyond the financial metrics of industry. These experiences underscore the need for a quality management approach specifically designed for the government’s operational realities.

Recognizing these limitations, the American Society for Quality’s Government Division, a leading authority in quality management, collaborated with quality practitioners and thought leaders within and outside government to develop the ASQ/ANSI G1 Standard—the first quality framework specifically designed for public sector operations.  Adopted by the American National Standards Institute in March 2021, this framework addresses the government’s unique needs through an innovative maturity-based approach.

Rather than imposing top-down mandates that rarely survive leadership changes, G1 empowers frontline managers to drive improvements through a structured maturity model. Organizations progress through six maturity levels, with the opportunity to earn Bronze through Platinum recognition from the ASQ Government Division based on an independent assessment of operational practices. This methodical approach creates positive incentives for improvement through incremental advances while providing objective benchmarks to demonstrate institutional progress to stakeholders and oversight bodies.

Because G1 is agnostic regarding a preferred quality method, it integrates seamlessly with existing quality practices, such as Lean Six Sigma, ISO 9001, the Baldrige criteria, or other methods. This compatibility enables organizations to build upon existing quality practices rather than starting from scratch, which is a critical consideration given the resource constraints in government operations.

A Practical Implementation Path

Based on the Federal Circuit’s experience and broader quality management principles integrated into G1, successful implementation follows three distinct phases.

·       First, agencies should honestly assess their current state using G1’s maturity framework, identifying specific areas where improved performance would most benefit both citizens and agency operations. This baseline assessment can be completed independently using free, published self-assessment tools, and provides the foundation for all subsequent improvement efforts.

·       Second, agencies should standardize and improve measurement systems and core processes, to ensure a “proven practice” operation. This phase focuses on documenting existing practices, identifying performance gaps, and integrating necessary quality controls that are sustainable regardless of leadership changes.

·       Finally, agencies can build new and improved quality practices into their organizational culture through comprehensive training, recognition and feedback systems, and the continuous refinement of processes based on performance data and stakeholder feedback.

The return on investment to agencies extends beyond just performance metrics. At the Federal Circuit, standardized processes reduced training time for new employees by 75 percent, freeing resources for additional improvements and organizational maturation.  These resulting efficiency gains lead to continuous cycles of success.  In short, better processes lead to better outcomes, which generate resources and momentum for further organizational maturity and enhanced capability.

The Path Forward

With public trust at historic lows, government leaders now have an opportunity to document their results and demonstrate efficiency and effectiveness in accomplishing agency goals. The G1 Standard provides a tested and auditable framework for agencies ready to start this effort, and the Federal Circuit’s pioneering implementation demonstrates that such transformation is achievable when organizations of any size commit to systematic improvements rather than ad hoc initiatives.

Each government office that adopts systematic quality management contributes to realizing the G1 Standard’s vision of rebuilding fundamental trust between citizens and their public institutions. G1 envisions government operations where quality practices become embedded at every level of service delivery, transforming operational excellence from an aspiration into standard practice. When government offices consistently deliver professional, efficient, and responsive services through validated quality systems, increased public trust and confidence follow as a natural consequence of improved performance.

The path forward requires a sustained commitment to operational excellence, and the G1 Standard provides the roadmap.  For those ready to begin this journey, information and implementation resources are available through the ASQ Government Division.

The views expressed are the author’s and do not reflect the official position of the Federal Circuit, the federal judiciary, the United States government or Barrett and Greene, Inc.