The 4th Annual Service Delivery Learning Academy

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Enterprise Software for Local Government

• The 4th Annual Service Delivery Learning Academy
• Cape Town, 13 July 2005

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Project Technical Case

• Lack of flexibility and modularity
• Inefficient and complex interfaces which dont
  work properly
• Lack of integration and interoperability
• Small batch window and long batch jobs
• Degeneration into spaghetti code resulting in
  complexity and maintenance difficulties
• Outdated technology resulting in lack of skills
  in market place
• Data duplication and redundancy, and questionable
  data integrity
• System not user-friendly and never designed
  around the customer
• Lack of documentation
• Dwindling support from suppliers

3
Project Business Case

• Outdated, inefficient or not cost-effective
  business processes
• High ongoing maintenance costs
• Inability to get management information for
  analysis and decision-making
• Non real-timeliness of the data
• Total reliance on consultants
• Customer-unfriendly bill which lacks features
  like the ability to insert non-standard messages
  or show consumption history
• Lack of required functionality and inability to
  meet the ever-changing business needs of the
  various business units
• Difficulty in carrying out enhancements with
  limited skilled resources
• Inability by Electricity to meet the needs of the
  Electricity Regulator (NRS047)
• Inability of system to give the consumer a choice
  of service(s) to pay for when making part payment

4
ICT Challenges

• Current ICT assets not regarded as contributing
  significantly to service delivery or
  transformation objectives
• Huge cost borne out by the public, through huge
  financial resources that EThekwini Municipality
  has invested in technology and systems, has not
  resulted in any appreciable benefit in the form
  of greater service delivery or a more efficient
  and effective local government service.
• Huge license fees that the city pays for software
  actually leaves the country.
• Some companies used to implement systems are not
  local which means money not benefiting the local
  economy.
• ICT graduates leave DBN
• No entrepreneurship culture
• At least 80 of ICT startups fail in first year

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Socio-Economic Objectives

• BEE
• Developing local ICT skills and retaining them in
  KZN
• Employment creation
• Growing ICT SMMEs and making them sustainable
• Developing local solutions using local resources
  and skills, and the ability to market these
  solutions locally and internationally
• Reducing dependence on off-shore vendors and
  their licensing policies
• Willingness to reveal intellectual property to
  build capacity and encourage innovation
• Encouraging investment in local economy
• The money that the city spends not only
  circulates in the local economy, but also
  benefits the citizens of this city.

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Ramco VirtualWorksEngagement Model
Your Need
Solutioning
Roll-out
Process -to- Model
Model -to- Application
External
Planning Control
Customers, Partners
Change on Demand
Engineering
Internal
Ramco
Technology Agnostic
Automatic Code Generators
Model as repository
.Net, J2EE
Software Factory
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Envisaged Benefits

• Flexible, personalized solutions that address the
  unique business requirements.
• Component based standard solution that is
  technologically mature and quick to implement.
• Ability to scale horizontally to cover more
  enterprises and vertically to more business
  processes.
• Ability to provide Change on Demand can cater
  to later functional expansions (change
  management) or business process changes in
  response to market changes.
• High degree continuous alignment of the solution
  to changing business processes
• Quickly provide best and next business
  practices

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The Engagement Model
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Overview of LogoSoft

• Development of enterprise application for local
  government
• Current focus on revenue management, including
  billing, customer and property management
• Subsequent phases to look at other areas of
  business
• Aimed at niche local government market globally
• Based on best practice and processes of the
  eThekwini Municipality

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Logosoft Revenue Model

• GUIDING PRINCIPLES
• Horizontals represent enterprise wide functions
• Verticals represent service specific functions
• Horizontals functionality should not be
  duplicated in any vertical and vice versa
• Horizontals are owned by the enterprise
• In case of conflicting requirements from
  verticals, the concerned horizontal takes an
  optimal decision

W A T E R
R A T E S
P L A N N I N G
V A L U A T I O N S
B U S I N E S S S U P P O R T
H O S T E L S
S U N D R Y S E R V I C E S
S O L I D W A S T E
E L E C T R I C I T Y
S U N D R y L O A N S
H O U S I N G
R E C E I P T I N G
B I L L I N G
D E B T M A N A G E M E N T
Customer management
C U S T O M E R M A N A G E M E N T
P R O P E R T Y M A N A G E M E N T
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Logosoft Revenue Overview
Receipting
Property Management
Customer Management
Billing

• Municipal Services
• Water Services
• Electricity Services
• Business Support
• Solid Waste
• Sundry loans
• Sundry Services
• Hostels
• Housing

Debt Management
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Project Outcomes

• Efficient and effective credit control and debt
  collection management
• Sound customer care and management
  (customer-centricity and Batho Pele)
• Accessible, accountable, and aligned local
  government

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Project Outputs

• Consistent and comprehensive information about
  Customer and Property across various Municipal
  services.
• Flexible system that supports Customer
  preferences.
• Timely, regular, and accurate raising and billing
  of accounts
• An enquiry, reporting, and management information
  facility for internal use
• Flexible, customer-friendly and meaningful bills
  (or customer accounts)
• Accurate income allocation
• Efficient and accurate collection, receipting and
  processing of customer payments
• Proactive and tight credit control measures to
  reduce debt and ensure appropriate sanctions are
  implemented
• Availability of customer and account information
  anytime, anywhere, and across any device

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Solution Highlights

• Incorporation of best practices with room for
  next practices
• GIS Integration
• Fully Integrated Front and Back Office processes
• Comprehensive Service Delivery Approach
• Services through Internet / Portals
• Services through Partners
• Services through Kiosks / Touch Screen etc
• Maximizes Workflow

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Current Development Architecture

• Development Platform Ramco Virtual Works
• Application Server IBM Websphere
• Applications Java
• Database IBM DB2 on Mainframe zOS
• OS for DB/Web/App Server Linux
• Reporting Crystal Reports
• GIS ESRI/Open Source
• Integration Tool Microsoft BizTalk Server
• Thin Client based Microsoft IE 5.5

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Logosoft Revenue - Timeframes

• Fleet Management live
• CPM live for Treasury cluster
• Contract Management going live in September
• Revenue Receipting going live end July
• First deployment will be at eThekwini
  Municipality (between Sep and Nov 2006)
• All other modules are in UI/BR stage

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Challenges

• SMME Development
• Change Management
• Project Management
• Data Migration and Cleansing (DQM)
• Business Rule Extraction
• Integration Requirements

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The Future

• By June 2006, 50 of project team must be SMMEs
• Solution made available to municipalities at
  affordable rates
• eThekwini owns the IP and source code
• BPO possibilities
• Nepad and African cities
• Software development hub PM, BA, CM, DQM,
  Integration skills local

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Partners

• SmartXChange eThekwinis Technology Hub
• CityWorks partnership with Indias leading ERP
  vendor, Ramco
• SMMEs
• Vendors
• Microsoft
• IBM
• Basis on non-exclusivity and value add

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Microsoft as a Partner

• Collaboration
• System architecture
• Product development
• Certification
• OEM based licensing for Microsoft bundled
  products
• Marketing Access to Global Channel
• Products (optional)
• SQL Reporting Services
• Axaptor

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Suggestions by Microsoft

• Localisation
• Multi-Language
• Multi-Company
• User Experience
• Help Facilities/Documentation
• Personalization
• Reporting and Analysis
• Security
• Configuration
• Scalability

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Thank you