Delivering citizen-centric services at scale is a monumental challenge, but it’s one that Social Security Scotland has tackled with an ambitious and highly impactful programme. As part of the devolution process, the Social Security Directorate was formed to manage adult disability and low-income benefit payments, taking over responsibilities previously held by the UK’s Department for Work and Pensions (DWP). With £6 billion in annual payments affecting nearly 2 million citizens, one-third of Scotland’s population, the stakes were high.
The challenge: a new model for public service delivery
In 2018, the Social Security Programme embarked on a mission to deliver 17 major benefits through a newly built system, adhering to the GDS service standard. The programme aimed to create an inclusive, efficient, and reliable system to serve Scotland’s most vulnerable citizens. However, the scale of the task was daunting because of complexity (17 benefits, £6 billion in annual payments); high stakes (a failed or delayed rollout could impact citizens’ lives, erode trust, and escalate costs); fragmentation (the programme involved multiple software vendors, technologies, and silos of operation); and limited capabilities (the directorate began with minimal in-house expertise).
Recognising these challenges, a robust focus on software quality was key to ensure both programme success and public confidence.
Elizabeth Sloan, service owner for data, release management and SPM design at the Scottish Government said: “It was a flagship initiative in terms of establishing the Scottish Government as a capable entity in its own right. There was no delivery package or systems we could leverage or reuse. It was truly about establishing a new way of working, the systems that were developed, and the processes – everything had to be created from scratch.”
Defining software quality in practice
David Lynn, head of client executives at 2i, a technology delivery partner in the programme, recently reflected on the project’s guiding philosophy, emphasising that, “software quality isn’t merely about functionality. It’s about meeting the needs of users – citizens and operators alike. Key considerations included performance, data protection, accessibility, and scalability”.
2i’s Jamie Gagnon, who was directly involved in supporting the delivery of the programme, added that “quality extends beyond technology to the culture of accountability, inclusivity, and collaboration among all stakeholders.”
“Quality starts at the very first decision point,” Gagnon explained, “from understanding who the beneficiaries are to ensuring every interaction with the system is seamless.”
Elizabeth continues: “We are delivering life-saving support to some of the most vulnerable citizens in Scotland, which can make a huge difference to their lives. It is essential that we get these services accurate and correct from a backend perspective. Our key tenets are dignity, fairness, and respect – both in terms of the services we provide to those citizens and how we treat ourselves and our partners as we deliver those services.”
A strategy rooted in collaboration
To manage complexity and break down silos, the 2i team helped Social Security Scotland to develop a rigorous test strategy underpinned by transparency and communication. This approach included: agility (a feedback loop with stakeholders allowed continuous refinement); standardisation (common quality gates ensured consistency across vendors while respecting their operational nuances); and cultural alignment; (mutual respect and a commitment to shared goals fostered collaboration, minimising defensive reactions to challenges like defect management).
These practices not only mitigated risks but also created an environment conducive to innovation. “Psychological safety is critical,” David noted. “It allows teams to experiment, test, and improve without fear, driving innovation forward.”
“We had to develop and mature our methodology as an organisation. As a result, the maturity and knowledge of our team also grew. Working with partners like 2i has helped us set the roadmap for that maturity journey and they have brought in expertise that we are utilising, says Elizabeth.
Delivering results: on time and on budget
To date, the programme has successfully delivered 15 out of 17 benefits, with the remaining two on track for completion. The initiative stands as a model for public sector transformation, proving that large-scale projects can meet ambitious goals when built on the pillars of quality and trust.
Key enablers of success included: stakeholder buy-in (strong support from Social Security Scotland and external partners); test data management (innovations like time travel testing ensured every scenario was rigorously evaluated; and transparency (open communication allowed issues to be addressed collaboratively, avoiding costly delays or escalations).
Elizabeth comments: “We have built 15 standalone benefits. We wouldn’t have been able to do that without first laying the foundations with 2i. This common-sense approach has led to a very agile way of working. We realised value within that lifecycle as early as sensibly possible, and now we are building complexity as we go.”
Building a blueprint for the future
The Social Security Scotland project demonstrates that software quality is not a technical checkbox but a strategic enabler of public trust and confidence. The processes and principles established here provide a replicable model for other public sector programmes.
“This isn’t just about delivering a system,” David concluded. “It’s about building confidence in public sector innovation, showing that transformation is not only possible but sustainable.”
“It is a highly successful programme. We have built a Centre of Excellence,” explains Elizabeth.
“Change professionals, who didn’t exist before, are now part of the Scottish Government’s core capabilities, and they are already influencing other programmes as they mobilise. We’re developing training programmes and career pathways for specialist skillsets that didn’t exist before. We’re starting to see the softer side of that legacy becoming valuable.”
As governments worldwide tackle the dual pressures of rising expectations and resource constraints, the lessons from the Social Security Programme offer valuable insights. By prioritising quality, collaboration, and innovation, public sector organisations can achieve impactful outcomes for their citizens.
www.gov.scot/about/how-government-is-run/directorates/social-security-directorate/
