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Changing Bristol – underpinning the creation of a future council with open source and open standards
 

Changing Bristol – underpinning the creation of a future council with open source and open standards

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Local councils are under enormous pressure to simultaneously cut costs and deliver even more services in the face of long-term austerity. Gavin Beckett, Bristol City Council looks at the challenge for ...

Local councils are under enormous pressure to simultaneously cut costs and deliver even more services in the face of long-term austerity. Gavin Beckett, Bristol City Council looks at the challenge for Bristol, City and Council and their approach to changing Bristol and how and why they selected Alfresco.

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    Changing Bristol – underpinning the creation of a future council with open source and open standards Changing Bristol – underpinning the creation of a future council with open source and open standards Presentation Transcript

    • Changing Bristol – underpinningthe creation of a future councilwith open source and openstandardsAlfresco ECM at Bristol City CouncilDr Gavin Beckett, Chief Enterprise Architect
    • What am I going to tell you today?Context setting – the big picture:• The challenge for Bristol, City and Council• Our approach to changing Bristol• Sourcing ICT services and infrastructure• Our background in relation to OSSAlfresco in the Bristol context• How and why we selected Alfresco• How we designed and built our on-premises platform• How we are operating and maintaining Alfresco• How we are contributing back to the community and encouraging othersto join in
    • Who am I, and why would you to listen to me?ICT Strategy Manager,2001Led StarOffice + ODF implementation,2005Contributed to UK and EU Open Standardspolicy debate, 2007-08Chief EnterpriseArchitect, 2010Led definition of local policy and practice,implementing UK national open sourceand open standards strategyGoverned selection of new solutions inline with policyDrove adoption of open source and openstandards
    • 1The context
    • Bristol is a city of contrasts, part of a wider city-region between the west coast and BathPopulation 428,100 (est.)Grew by 9.7% between 2001-2011Fastest rise in young people, especially under 5sOverall economically successful, well established creative & knowledge based industriesBut, concentrated areas of persistent worklessness in the city, and 25% of children grow up in poverty in the cityData drawn from JSNA 2012 Strategic Summary:http://www.bristol.gov.uk/sites/default/files/documents/health_and_adult_care/health/JSNA%202012%20Strategic%20Summary%20%28Census%20update%2C.pdfThe City Council’s boundaries aren’tidentical to the extent of the urbanarea most people think of as Bristol
    • 6Like all parts of the public sector, we are responding tochallenging financial pressures• In 2010 a £70m saving target wasidentified to be delivered by 2013/14,notionally reducing our operating budgetfrom £400m to £330m.• £55m of these savings were delivered2010201310/11 11/12 12/13 13/14 14/15 15/16 16/17£400m£250m£55m achieved £35midentified£65m largely to identify• The impact of prolonged austerity, furthergovernment cuts and the increasingdemand on council services has createdgreater savings challenges for the council• We are required to reduce our operatingbudget to £250m in real terms by 16/17,compared to the 2010/11 baseline
    • The way we operate now won’t support ourambitions or cope with the demands we face• We want:– People in Bristol to live better, healthier, safer and moreprosperous lives– The whole city to be economically vibrant and growing,digitally connected, and leading low carbon andsustainable developments• To achieve these outcomes we need to:– Effectively manage the increasing demand for servicesto people and communities with complex, high needs– Sustainably reduce our annual operating costs– Commission all services from the right source, whichmay be from a best placed internal provider or from amix of external voluntary, community providers, or theprivate sector– Become more agile as a council to reflect the changingand uncertain nature of demandImprovingOutcomesDemandRising in volumeand complexityCostCould rise withdemandQualityMaintaining orimproving will keepcosts high, butreducing will causefailure demandUnless we change our approach, rising demand will lead to uncontrolled costs, or reducedquality – which will itself generate “failure demand” as our customers try to get their needs met.These pressures, and our reduced financial resources will stop us from performing our leadingrole in shaping a better Bristol7
    • Our response was to define a Target Operating Modelthat sets out how the council will work in future8The Future Council TOM sets out how we can apply consistent shared approaches, defining and designingsolutions to problems across the whole council. It builds on the work started in directorates to provide a viewof how One Council and service specific aspects of the operating model are integrated and co-ordinated.
    • Target Operating Models describe a number ofaspects of an organisation and its relationships9The world that we arecommitted to building, withour partnersThe council’s specific role inrelation to the vision, and theprinciples we apply to guideusThe goals and objectives wehave set, that contribute tocreating the visionThe services that we providefor Bristol’s citizens,businesses and visitorsThe things that the councilneeds to be able to do, inorder to operate processesand deliver servicesThe information that thecouncil needs to capture,store, process and share, inorder to deliver servicesThe processes that thecouncil operates in order tomanage customer demand,deliver services and managecommissioned services,provide support to theorganisation and planstrategicallyThe people who work for thecouncil, the roles, skills,competences, attitudes andbehaviours they need toexhibit, and theorganisational structure theywork inThe places we need to work in and from, that provide theright working environment for the council and its partners tocommission and deliver services in the most appropriate wayfor citizens, businesses and other service users.The applications and technologies that enable a modernworking environment and the working practices required tosupport all other aspects of the Future Council OperatingModel.
    • Neighbourhoods& CityDevelopmentHealth & SocialCareCorporateServicesHSCTransformationN&CD TOMCS TOMCross-cuttingprogrammesLandlordChildren & YoungPeople’s ServicesChildren FirstTrading with SchoolsFinance ChangeICT Sourcing Strat.Welfare ReformDirectorateprogrammesCustomer & ProcessPeopleIntelligent CouncilTechnologyBristol WorkplaceCommissioningWe’re delivering the Future Council TOM througha portfolio of change programmes
    • We’re breaking away from traditional “silo based”Council IT, moving towards “Common Services”
    • And we’re sourcing these ICT products andservices in more innovative waysFinancial Year 2013 - 2014 Financial Year 2014 - 2015Financial Year 2012 - 2013Short - Mid Term 12 - 36 Months Long Term25% of ICT Spend toSMEWeb DevelopmentFrameworkServices Currently Managedby BCCWebsite supportPotentialFuture OpportunitiesPotentialCurrent OpportunitiesPotentialFuture Opportunities- - - - Current and Emerging Opportunities - - - - Current and Emerging Opportunities - - - - Current and Emerging Opportunities - - - -TIBCOConfirmBenefitsRealisedSpecialised ServicesAnualICTSpendAgree:Future GoalsFuture MeasuresDeployMeasureRepeat?Alfresco ExpertiseInfrastructure supportTelephonyData trend analysissoftwareOpen Source SupportInfrastructure as a Service(IaaS)Platform as a ServicePaaSSoftware as a Service(SaaS)Specialised ServicesBuying SoftwareSoftware ProcurmentRomney HouseData Centre MoveAdobe Lifecycle FormsBI/data WarehousingstackIdentity and AccessManagementPortal TechnologySoftware Procurment
    • 2Alfresco in Bristol City Council
    • We have used Open Source Software for over 15 years,starting in the data centre, reaching users andcustomers directly in the past few yearsUltra-geeky backendtechnologies•Apache•Squid•Nagios•Linux (RedHat, CentOS)•NetBeansDesktop User software•StarOffice•LibreOffice•Firefox•ChromeCommon Services•Drupal•Alfresco•Ephesoft•Liferay?•OpenID stack?
    • In mid-2010 we agreed to pursue a triple-open strategyOpen Data, Open Standards & Open Source SoftwareOpen DataBristol City Council welcomes the drive towards “data transparency” introduced by the newGovernment in June 2010. We will actively pursue and promote the publication of data, ensuringthat it is made available in an open standardised format so that it can be re-used by third parties,and that it is licensed for free reuse.Open StandardsBristol City Council will continue to require the use of national and international open standards, asthe key enablers of a “common services” approach to designing and selecting all new applicationsand technologies. When opportunity allows, we will review and remove legacy applications that donot support and implement open standards, thereby rationalising our complex infrastructure andreducing costs.Open SourceBristol City Council expect the Coalition Governments policy on OSS and Open Standards to have apositive impact on the market by 2013-14. Within this context we will actively pursue opportunitiesto pilot, prove and publicise successful use of OSS for a range of the common services that efficient,value-for-money councils will require.
    • We selected our EDRMS & Team Collaborationsolution through a rigorous evaluation processRequirements•Functional (documentmanagement, recordsmanagement, teamcollaboration)•Non-Functional (includingopen standards support)Longlist•IBM Filenet•OpenText•Tower TRIM•Northgate Information@Work•Civica Comino•Microsoft Sharepoint•Alfresco ECM•Nuxeo EDM•and more…Shortlist•Microsoft Sharepoint•Alfresco ECM•Nuxeo EDMAlfresco ECMSelected
    • We’ve taken a mixed approach to building our AlfrescoEDRMS and Team Collaboration infrastructureOn-premisesAlfrescoEnterpriseplatformAlfrescoCloud pilotFutureoptions?
    • Working with Capgemini we defined anInformation Architecture for EDRMS in Bristol
    • Zaizi and Capgemini then produced a solution designfor Alfresco, including 5 environments, and a patternfor “integrated document applications”UATProductionIntegrated Document Applications
    • It took us a while to build out all of this infrastructure –and we’re upgrading to Alfresco 4 before launching
    • So we’ve used the Alfresco Cloud service as a pilot, away of getting people used to the new capabilities
    • We’ve created a service model that combines in-house ownership with external supportBCC CompetencyCentre• EDRMS lead for thecouncil• Service Governance• ManageenvironmentsSpecialist supportfrom SI and SMEs• In-depth knowledgeof Alfresco and skillsto exploit it• Capacity to deliverprojects in parallel
    • And we want to contribute back to the Alfrescocommunity, continuing the cycle of improvementsCamden &IslingtondevelopedAlfrescoexemplars inv2.0Bristol learnedfrom their leadBristol investedin extensions tov3.4 and theupgrade to 4.1,releasing back tothe communityCouncil XconsidersAlfresco as theirEDRMS…And so itcontinues!
    • Many other elements of our Common Servicesinfrastructure are built on Open Standards and OpenSource SoftwareExistingDrupal websiteTibco ESBEphesoft scanningserviceEmergingLiferay portalOpenID StackTibco BPMS
    • Questions?