New study: Municipal welfare requires an even greater focus on the human dimension

However, the experience of four countries – Denmark, Norway, the Netherlands and the United Kingdom – show that the key to better outcomes lies in a clearer prioritisation of human relationships and a more citizen-centred approach.

In order to deliver high-quality welfare services, both in Denmark and neighbouring countries, there has been a move away from a process-driven focus and instead towards placing citizens at the centre. The human dimension is about focusing on empathy – recognising each citizen’s unique situation, emotions, and challenges.

But how can welfare organisations ensure they maintain a high level of service with the citizen at the centre? In our brand-new report on welfare services, based on experience from Denmark, Norway, the Netherlands and the United Kingdom, we highlight four recurring themes:

Leadership and culture

For organisational change to succeed, clear support from leaders is essential. They must take the lead, set the direction and create a culture in which employees are properly equipped, quality is maintained, and new ideas can quickly be tested in practice. By sharing personal experiences of the difficult situations that arise in everyday work, leaders can inspire staff and make the organisation better equipped to meet citizens’ needs. One of the largest welfare organisations in the UK, for example, has successfully seen its leaders openly sharing their own experiences in challenging citizen interactions – a practice that has strengthened empathy and engagement throughout the organisation.

Training and decision-making power

Creating citizen-focused welfare requires more than just directives from the leadership. Employees at all levels must have the freedom to bring their expertise into play so that they can meet citizens’ unique needs with understanding. That is why training is crucial – staff must be prepared to see citizens as individuals with different needs.

In Denmark’s public pension fund, for example, there is an emphasis on personal dialogue in cases related to work-related injuries. This ensures that citizens experience a more focused and empathetic approach in the handling of their cases. At the same time, caseworkers are free to use their own words rather than relying on standardised template responses that can come across as impersonal. This provides a more meaningful and dignified service for the citizen.

Quality management and control

To make welfare more citizen-focused and humane, a deep insight into the citizen experience is required. Therefore, both quantitative and qualitative measurements are essential throughout the citizen’s journey in order to gain a nuanced picture of how welfare services function in practice. This also involves integrating new tools to measure experience of services and ensuring that policy development is applicable in practice and citizen-focused.

In the Netherlands, the “Human Dimension Monitor” has been developed to measure service quality and use insights to improve welfare services. Citizens' own experiences play a central role, and their voices are heard when it truly matters. Similarly, Norway’s largest welfare organisation conducts annual surveys to measure citizen satisfaction, respect, and trust. A dedicated development department collects and disseminates feedback to the relevant teams, so that service is continuously improved.

Use of new technology

An innovation culture that is open to new technology makes it possible to develop scalable solutions with citizens’ needs at the centre. In Norway, for example, application systems for social benefits have been modernised using digital solutions, enabling citizens to apply for support online and follow their case in real time. Standardised case processing takes place digitally to ensure quicker responses, while more complex cases are still handled manually to preserve the application of human understanding.

In Denmark and in Norway and the Netherlands, innovation environments have been created in which technological development and digital solutions are created in collaboration across organisations. For example, in the Netherlands there is an innovation platform that facilitates collaboration between authorities, organisations, and technology partners on new projects.

In all the countries, there is an active exploration of how AI can support the handling of complex cases, strengthen citizens’ job prospects, and improve preventative work in the health and welfare sectors. Although several AI pilot projects already show promising results, there is still some scepticism about artificial intelligence. That is precisely why the exchange of experiences and sharing of knowledge about successful examples is crucial to help create greater confidence. Organisations that approach the development of new technology with curiosity and purpose typically progress furthest and fastest.

By sharing best practice across borders, welfare organisations can develop high-quality services that take citizens’ needs into account and create a more sustainable welfare model.

It is a key joint conclusion that citizen focus and the human dimension are the keys to delivering relevant and resource-efficient services. When welfare places citizens at the centre, it not only creates better solutions for them – it also builds a strong model that can inspire the development of welfare services internationally.