Tom Loosemore, founder of Public Digital and former civil servant, played a pivotal role in the Universal Credit reset. He reveals how the initial approach misdiagnosed Universal Credit as a tech issue instead of a complex one. Loosemore emphasizes the importance of adaptable teams and a clear vision, or 'North Star,' to navigate challenges. He shares insights about fostering psychological safety, maintaining political accountability, and the need for continuous user testing, all critical for successful digital transformation in government.
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insights INSIGHT
Universal Credit: Not Just Tech Issue
Universal Credit was framed as a technology problem, but the real issue was the complex policy, operations, and design challenges.
Designing upfront without testing assumptions led to numerous failures in the initial system.
question_answer ANECDOTE
Consultants Under Pressure
When Tom first visited the Universal Credit tech team, he found a "sea of consultants" and that team members felt scared and overwhelmed.
The looming 2013 deadline created immense pressure, risking psychological safety for the contractors involved.
insights INSIGHT
Data Model and Change Overlooked
The initial Universal Credit system had a flawed household data model, causing problems when claimants’ household situations changed.
The system wrongly prioritized on-boarding claimants rather than managing continuous changes of circumstances, its core operational complexity.
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Tom Loosemore of Public Digital was instrumental in the capital R Reset of Universal Credit.
In this interview, he tells Caroline there were no beanbags, but a lot of multi-D.
This interview adds nuance and richness to the picture sketched in our previous Universal Credit episodes. Some of the key insights include:
Fundamental problem of the original approach was thinking of Universal Credit as a technology challenge rather than a complex policy, operational, and design challenge
The first phase of system design suffered from incorrect data models, overly complex contracting arrangements, and thousands of untested assumptions
Reset team created a small, multidisciplinary team, outside main DWP building to establish psychological safety
Clear ministerial outcome statement ("more people in more work more of the time") provided crucial North Star
Testing real service with 100 users through creative use of secondary legislation before wider rollout
Radical shift was to understand that the core feature of Universal Credit was how to cope with change of circumstances, not signing on or signing off
Senior leaders like Neil Couling protected teams from political interference while maintaining ministerial accountability
Adaptable culture allowed 9-10 policy/technology changes daily during COVID crisis
Digital transformation requires outcomes focus, multidisciplinary teams, and continuous testing of assumptions
System proved sustainability by withstanding unprecedented change in both demand and policy over time
This podcast was recorded on Kaurna land, and we recognise Kaurna elders past and present. Always was, always will be.
Now for some appropriately bureaucratic disclaimers....
While we have tried to be as thorough in our research as busy full time jobs and lives allow, we definitely don’t guarantee that we’ve got all the details right.
Please feel free to email us corrections, episode suggestions, or anything else, at thewestminstertraditionpod@gmail.com.
Thanks to PanPot audio for our intro and outro music.
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