Empowering citizens: How focusing on the human dimension can transform welfare

Welfare systems the world over continue to navigate rapidly changing social, political and economic environments while supporting citizens in need. Often, these welfare systems are made up of various organisations which provide different services, all with complex interdependencies. Add the pressures of growing demand, squeezed budgets and workforce gaps, and it’s a perfect storm.

Spurred by the need to deliver high-quality services, welfare organisations in Denmark, Norway, the Netherlands, and the UK have shifted from being process-driven towards more citizen-centric approaches that emphasise the human dimension. Citizen centricity places citizens at the heart of service provision, prioritising their needs and preferences. The human dimension is all about empathy – understanding individuals’ unique circumstances, emotions, and situations.

But how do welfare organisations sustain high-quality, citizen-centred services? To find out, we spoke to leading welfare agencies in Denmark, Norway, the Netherlands, and the UK. Four major themes emerged:

1. Leadership and culture

Any successful change of focus in an organisation requires leadership buy-in. Leaders play a fundamental role in embedding citizen centricity and the human dimension in organisational culture. They are responsible for shaping and distributing appropriate training programmes, upholding robust quality management, and supporting innovative new ideas and solutions.

Leaders are also important standard-setters, demonstrating and discussing best practice to inspire colleagues. For example, at one of the UK’s largest welfare guidance services, leaders share personal experiences about how they’ve addressed challenges in their work. This fosters a culture of empathy, understanding, and human-centric service.

2. Training and decision-making authority

Building citizen centricity and the human dimension into welfare services isn’t all about top-down directives. It’s about empowering employees at all levels to apply their expertise in service delivery. This relies on comprehensive training that helps teams to treat citizens as individuals with unique requirements.

At a Danish public pension fund, personal dialogue is emphasised for specific scenarios such as industrial injury cases, highlighting the importance of the human dimension in finding an appropriate resolution. This approach also trusts case handlers to apply the right language when speaking with citizens, avoiding ‘textbook’ replies that can seem insensitive or cold. The result is a humanised, personal service that treats people as individuals and ultimately improves their experience.

3. Quality management and control

Making welfare services more citizen-centric, with a focus on the human dimension, means deeply understanding citizens’ experiences. Gathering quantitative and qualitative metrics throughout user journeys is absolutely critical, helping to build a true picture of how people request and receive services. This includes embedding new tools that measure service experience, while ensuring policy development is practical and citizen-friendly through open dialogue.

In the Netherlands, the Human Dimension Monitor was developed to measure service outcomes and use these insights to support continuous improvement. Testimonials play a central role alongside quantitative and qualitative data, which ensures that citizen voices are heard. Similarly, at Norway’s largest welfare benefits provider, annual surveys measure user satisfaction, respect, and trust, supported by a dedicated in-house service development team. Feedback is categorised and distributed to relevant teams to monitor and improve the service, ensuring needs are recognised and met.

4. Use of new technologies

Fostering an innovation culture that’s open to new technologies means adopting agile, scalable solutions that incorporate citizen insights. In Norway, outdated benefits application systems have been replaced with digital solutions. Citizens can apply for benefits online and track their case status in real-time via a digital self-service portal. A digitalised model is used for uniform case management, speeding up services. More complex cases are handled manually, ensuring sensitivity. In several countries including Norway, Denmark, and the Netherlands, a uniform, digital case management system actively supports innovation.

The Netherlands innovation platform, for example, promotes collaboration on technology and digital solutions.

Welfare organisations across the UK, Norway, Denmark, and the Netherlands are exploring AI as a tool to aid complex case management, help individuals improve their employability, and increase preventative care – a key priority in the welfare, health, and social care domains. A number of AI pilots have seen promising results, yet there is still hesitation. Here, the value of sharing best practice and success stories is clear. And, as proven, organisations that are curious and intentional in the exploration and application of new technologies move furthest, fastest.

By sharing best practices, welfare organisations can develop high-quality, empathetic services for citizens that are able to withstand external pressures. Pockets of best practice in Denmark, Norway, the Netherlands, and the UK show the importance of citizen-centric service approaches that focus on the human dimension. By centring on citizens and the human dimension, welfare organisations can deliver well-resourced, relevant services and develop a body of best practice for international benefit.