The City of Edinburgh Council

2. The City of Edinburgh Council • Formed in 1996 from a regional and district council. 20,000 staff with a budget of £772m p.a. • Provide a range of heterogeneous services, and covering more than seventy primary locations across Edinburgh and Lothian for 480,000 citizens • The Edinburgh Smart City Vision was published in June 2003 as the long-term strategy for the City until 2015 and beyond. • It recognises that Edinburgh is of immense importance to the social, cultural and economic life of Scotland. • The Vision for Edinburgh is that by 2015 Edinburgh will: • lead the most successful and sustainable city region in Northern Europe; • sustain the highest quality of life of any UK city competing with the best in the world; • keep and attract the people needed to drive its talent and knowledge economy and • provide every citizen with the best personal opportunities for work, education and development; and • be a safe and tolerant, creative and connected city, promoting the well being of both people and place.

3. Edinburgh’s Smart City Vision The customer experiences timely and efficient delivery of accessible, integrated services through new and existing channels. Customer Service The Council uses efficient and effective working practices, deploying technology to deliver more with less. The Council is 25% more efficient in meeting QOS targets. Continuous Improvement and Working Effectively The Council works effectively with its service partners to make best use of resources, and to deliver seamless public services to the Edinburgh community. Partnership Create the environment where all citizens can engage more easily and effectively with the Council to influence public service issues. Active Citizenship The Council is the leader in the community enabling all citizens and community organisations to exploit information age opportunities. Maximising Opportunity for All

4. Impact of Smart City Vision New Processes (business-driven) • Department specific • e-procurement • CRM • workstyle • (remote, hot desk) • Intranet • infrastructure • workflow • Intranet • mobile • call centres / kiosks New Technology Smaller no. in departments • fewer staff • better qualified • better trained • fewer buildings • workstyle • outsourced functions Horizontal services More horizontal resources BT/other

5. The ICT Challenge • Strategic Partnership agreement between BT and the City of Edinburgh Council to deliver large scale business transformation projects and provide the Council’s technology infrastructure and services. • Complex, disparate environment • Thousands of applications • Hundreds of hardware variants • Dozens of operating system • Ageing estate, software and hardware obsolescence • Security challenges – backup, logins, physical security • Implementation of change difficult • Cost of service delivery unsustainable • Smart City vision would be costly and difficult to implement, although some changes had taken place e.g. Housing, Payroll systems

6. ICT Transformation • The Partnership initiated a “service-led” technology transformation programme in March 2005 • The goal:”provide a transformed ICT platform for the Council that would improve services and provide the Council with a stable, flexible platform to support their future plans.” • Key visions: • Standardise, rationalise, virtualise and scale • Zero touch infrastructure • Service Delivery • Expected to take around 2.5 years, transforming 8,000 users, 6,500 PC’s/laptops, 200 sites, over 200 servers, 11 domains, 26 directories and 4,500 business applications….to the new infrastructure

7. Core Technologies of the Transformation • Standard Microsoft Central Service Architecture, based on HP hardware • Microsoft Windows Server 2003 (Active Directory) • Microsoft SMS 2003, Microsoft OM 2005 • Microsoft Exchange 2003 • Standard, managed desktop based on Microsoft Windows XP • Packaged applications • Core storage service infrastructure • Virtualised application services

8. How did it go? • Given the excellent results achieved by the Transformation project, it was jointly decided between the Council, BT and Microsoft to evaluate the pre-transformation and post-transformation results formally against Microsoft’s Infrastructure Optimisation Model to determine: • The change to the desktop and server infrastructures as a result of the transformation • The change to the BT services as a result of the transformation • The change in BT operating costs as a result of the transformation • The benefits that the investment in Microsoft solutions (in conjunction with solutions from key technology partners) has delivered to both BT and the Council

9. IOI Results Pre-Transformation 9

10. IOI Results Post-Transformation • Reduction in cost of support of desktop – 32% • Reduction in cost of support of server – 74% 10

11. Benefit realisation - Council Supporting the Council’s Strategic Initiatives To provide a higher level of common business services To provide improved mobility and collaboration services To adopt more flexible working practices Improved service delivery Faster deployment of services New requests and problems handled more quickly and efficiently Improved security Introduced Council security policy Better user experience Problems and incidents resolved more quickly Less downtime, higher availability Roaming user access Improved relations with Council Users The project has been seen as a positive experience for the user community Improved the perception of ICT in the Council 11

12. Benefit realisation - BT Improved Service levels: First Time Resolution Break/fix now 100% in less than 4hrs Fully mitigated against obsolescence Future proofing – software and hardware Return on Investment (ROI) for the project was 14 months A happier customer – the Council has extended the 10 year partnership for another 5 years, to 2016 Creation of a proven blueprint for ICT transformation that can be used at other customers 12

13. First Time Resolution – service excellence

14. Conclusions (1) Shared Objectives, Shared Vision The project has proven the principle of BT and the Council working as a professional partnership The change management process is now being successfully replicated on other joint projects within the Council. Openness and Trust From the outset, BT and the Council insisted on an unswerving commitment to openness and trust Potential partners were only brought onto the project if they were willing to demonstrate a high willingness to work in collaborative way with all the other players 14

15. Conclusions (2) Microsoft Solutions Microsoft demonstrated a strong openness and willingness to partner with the Council and BT. Choosing Microsoft solutions as a core part of the new environment made it significantly easier to deliver the improved user experience and the level of integration required integration for the project Overall The programme has delivered significant financial benefits and an excellent return on investment to BT, and significant flexibility and improved service levels to the Council. At the same time, the project has improved the overall relationship between BT, ICT and the Council users. 15