How proximity, participation, and purpose are reshaping the relationship between communities and public leadership
As governments worldwide grapple with deepening societal fragmentation, public mistrust, and institutional fatigue, the call for inclusive and adaptive leadership is louder than ever. In the wake of global crises, ranging from the COVID-19 pandemic to climate change, economic uncertainty, and increasing political polarization, public trust has been severely tested. This makes innovative, human-centered leadership not just desirable but essential for resilient governance.
At the Public Sector Strategy Network Annual Foresight Retreat in May 2025, public leaders, civil servants, and policymakers gathered for a discussion that offered reflections on how human-centered innovation and inclusive leadership can transform public governance in times of disruption.
The discussion, led by Cecilia Vaca-Jones and hosted by Gerard Hargreaves, explored the realities and challenges of building trust in public institutions through inclusive, people-centered policies. For Cecilia, this return to Salzburg was especially meaningful. Having first attended as a Fellow in 1998 for a youth-centered program, she described how that formative experience shaped her lifelong commitment to social development. Now a leader in international policy, she literally embodied her belief in environmental sustainability and personal accountability by cycling from northern Italy to Salzburg for the session.
Putting People First: Designing Human-Centered Policy
Drawing on her experience as Ecuador’s former Minister for the Coordination of Social Development, Cecilia emphasized the importance of proximity and listening in policymaking. “One of the most important things was to engage citizens into building policies or programs and to actually own programs,” she explained. She highlighted Ecuador’s political instability at the time, when the country had experienced eight different presidents within a decade.
“With the government that I had the privilege to work [in] as a minister, we were trying to rebuild trust in the public service and really create this idea that public services can be the best services and the best option for citizens,” she said.
For Cecilia, rebuilding trust begins with understanding citizens’ realities. “The first step is to listen: What are those tensions and realities that citizens are facing?" she pondered. She elaborated on a government-led initiative known as the “moving cabinet” visits, sharing that “on Fridays, we held formal cabinet meetings that lasted the entire day, from 8:00 in the morning until 6:00 in the evening...These meetings were dedicated to addressing important matters that required reporting to the President or collective decision-making across ministries. In the evenings, we would always attend a cultural event organized by the host town to welcome and honor the public servants visiting that week.”
Saturdays began early with a cycling route at 5:30 a.m., which was open to anyone who wished to join the President. “I never missed it, it was a unique opportunity to connect with the President in an informal setting and engage with citizens in the rhythm of their everyday lives,” she recalled.
While the President gave a weekly televised address, ministers - including Cecilia - met directly with citizens to help address unresolved concerns. “It was an effective way to spot gaps and hear the community’s needs firsthand,” she said. The visits usually ended with lunch alongside local residents, with some ministers staying on to continue discussions.
Such hands-on governance broke down traditional government silos across sectors like health, education, and housing, fostering cross-ministerial collaboration and public trust.
Trust-Building and the Complexities of Local Leadership
The session also highlighted the perspectives of long-serving public officials navigating the intricacies of community trust and participation. Gerard Hargreaves, who has served in local government for over 15 years as an elected Councilor in London, emphasized the importance of inclusive approaches in public leadership.
“It is important to leave decision-making to the communities concerned, and for leaders to adopt a more proactive and imaginative approach in engaging local communities,” he shared.
However, Gerard also noted that inclusive processes often surface diverse and conflicting viewpoints. Reflecting on efforts to redesign a local park, he explained how competing interests emerged. For example, some community members supported ball games in shared spaces, while others preferred quieter recreational areas. Such experiences demonstrate the need for balance: “The final decisions should be made based on the input of the organizations involved in the decision-making process,” he noted.
For Gerard, if decision makers are to relinquish control, they must also rethink how they lead. Inclusive governance requires both thoughtful engagement and clarity about where responsibility ultimately lies.
A Blueprint for Inclusive and Adaptive Public Leadership
Cecilia emphasized the role of education in cultivating inclusive mindsets: “Something needs to happen in the educational perspective on building more resilience in people’s perspective to inclusion, diversity, and solidarity.”
Her personal cycling journey to Salzburg - an act she described as leadership “walking the talk” - symbolized her belief in modeling sustainable, healthy behaviors: “I do think that bicycles are a great solution to many problems in the world because they are environmentally friendly, they promote healthy lifestyles, and they also create a lot of social cohesion.”
Building on these principles, the insights from this discussion delivered a clear message: Rebuilding public trust requires leaders to be physically, socially, and emotionally closer to their communities. Whether through Ecuador’s moving cabinet or London’s community-centered policymaking, these case studies illustrate the power of governance built with citizens and not just for citizens. The session underscored that adaptive leadership balances empathy with authority and inclusion with direction, qualities essential for the future of public leadership.
Cecilia Vaca-Jones is a policy expert with over 20 years of experience in early childhood development, social protection, and inclusive cities, with a strong focus on young children, women, indigenous populations, and migrants. As Ecuador's former Coordinating Minister of Social Development, she led transformative national policies to improve well-being and social equity. She later served as Executive Director of the Bernard van Leer Foundation, where she advanced global efforts to integrate early childhood development into urban planning and public policy. Currently a Senior Advisor to the Abu Dhabi Early Childhood Authority, Cecilia continues to champion investment in young children as a cornerstone for sustainable and human-centered societies.
Gerard Hargreaves is an international business coach, trainer and facilitator. He specializes in designing and implementing development programs at all levels in organizations. He works with individuals and groups to help improve effectiveness and enhanced performance. The programs are practical with the emphasis on the immediate application of learning. He is a Member of the Chartered Institute of Personnel and Development, Association for Coaching, and a Fellow of the Royal Society of Arts. Based in London Gerard works in the UK, North and South America, Central and Eastern Europe, Middle East and Asia Pacific. Gerard is an elected Councillor and former Mayor of the Royal Borough of Kensington and Chelsea.
