African Uran Matters - Rudy Abrahams

African Urban Matters: 14-15 November 2013
A day in the life of
transacting with the City
Rudy Abrahams & SAP ERP Support Centre Management team
Manager : SAP-ERP Solution Centre

2
Agenda
• What is the City of Cape Town
• Who are the City’s Business Partners ?
• Scale and complexity of the City’s SAP Landscape
• Practical illustration in dealing with the City – PVC
• Shaun Wrensch: SAP PPM
• Russel Hope: PVC
• Annemarie Groenewald: SAP ISU - Revenue
• Conclusion
• Q&A

3
What is the City of Cape Town? (1)
It is an ecosystem providing a large array of infrastructure and services
across very diverse lines of business. It is an organisation:
Consisting of 13 distinct divisions;
 City Manager
 Community Services
 Compliance & Auxiliary Services
 Corporate Services
 Economic, Environmental & Spatial Planning
 Finance
 Health
 Human Settlements
 Safety and Security
 Social Development & Early Childhood Development
 Tourism Events & Marketing
 Transport for Cape Town
 Utility Services

4
What is the City of Cape Town? (2)
Demographics :
Total area : 2,461km²
Population : 3, 7 million
Number of households : 1, 068 572
Rateable Properties : 897, 692
Employs : 26, 785
CCT Annual budget : R 31, 7 b
Operating : R 26b
Capital : R 5,7 b
Economy :
GDP (2005 constant) : R 203 b
% Unemployed : 23,8%
Tourism :
Local and Intl (2010) : 4,2m
Transport :
Buses: 8.0%
Taxis: 16.0%
Rail: 14.8%
Cars: 42.9%
Motorcycle/bicycle: 0.7%
Walk: 7.8%
Source: Compiled by: Strategic Information, Strategic Development
Information and GIS Department, City of Cape Town - Updated: 2012/12/21

5
Who are the City’s Business Partners? (1 of 3)
• The City deals with a diverse set of people and
organisations across its different lines of business. These
include:
• Property developers, architects, and conveyancers
concerned with the development, transfer and improvement of
immovable property.
• Beach, street and informal traders who are permitted to ply
informal trade across the City’s precincts.
• Anyone wanting to advertise road-side using billboards,
posters and street and commercial signs.
• Anyone wanting information about transport (resulting in
over 1,75 million contacts per year.
• Visitors and residents seeking information about public
facilities
• Anyone reporting a problem with the City’s infrastructure or
complaints about City (resulting in over 1 million calls per
year)

6
• Property owners who are levied a tax on their property.
• All consumers of water and electricity and who
generate refuse and waste that needs collection or
reticulation.
• Commercial and large power users with heavy
machinery or furnaces consuming substantial electrical
energy.
• Film makers choosing to shoot films and advertisements
in Cape Town who wish to rent public space for a shoot.
• Rock stars, sports clubs, couples getting married and
anyone else who wants to rent facilities owned by the
City.
• Campers and holiday-makers who want to make use of
recreational areas owned, maintained and controlled by
the City
• Tourists and those in the promotion of arts and culture.

7
• The City’s employees who require various types of support
in the Human Resources arena
• The unemployed who are given opportunities for temporary
employment in the Expanded Public Works and Community
Works programmes.
• Anyone requiring fire and rescue, law enforcement,
disaster, security or traffic enforcement services.
• The significant numbers of people migrating to the City
in search of better economic opportunities, requiring housing
and other services.
• Those using the City’s parks, libraries and other amenities.
• Those reserving space in the City’s cemeteries.
• The numerous vendors that supply the City with a wide
variety of goods and services
• Staff, the poor and the indigent who are provided with
subsidised or low-cost housing

8
Scale and Complexity
An organisation the size of the City of Cape Town, servicing as
many customers as the City does, covering as many lines of
business as the City does, employing as many people as the
City does, is a highly complex environment. It needs efficiency
in:
• Calculating and sending out in excess of 1 million invoices
per month.
• Collecting and correctly allocating income from over 1
million payments per month.
• Attending to the needs of its 26,785 employees, including
payroll, medical aid, pension and a host of other as human
resource aspects.
Such scale and complexity demands excellent information
technologies in order to be able to perform the high volumes of
transactions in the relatively short space of time available to it.
MAINTENANCEProcesses
REVENUEProcesses
PROCUREMENTProcesses
ASSETMANAGEMENTProcesses
PROJECTProcesses
CUSTOMERProcesses
HR processes
PLANNING processes
ACCOUNTING processes

9
The City of Cape Town Runs SAP
• SAP makes it possible to manage the scale and complexity
of the City’s business.
• With over 200 SAP products in our licenced software basket,
it is reasonable to assume that the City is committed to SAP
software.
• Although we run a “deep” and “wide” implementation of SAP,
there are still strategic units not running SAP , we are in the
process of implementing SAP in the below areas :
• Safety & Security
• Transport Authority
• Planning & Building Development Management
• Mobile service solutions

10
The City’s Live SAP Landscape
Solution
Manager
ECC6
PSRM
Business
Warehouse
Internal
Portal
BOBJ
eServices
Portal
TREX /
MAXDB
Content S
CRM
e-
Recruitment
Strategy
Mgmt. City of
Cape
Town
Website
PI
Integration
Hub
Mobile
Assets for
Utilities
BPC
SRMGRC

11
The City’s System Interface Topography

12
2D View of the City’s SAP Footprint
ECC6
Business Warehouse (BW)
ECC6
Logistics
Human Resources
Flexible Real Estate
Revenue Management
Finance
Land Use Management
PSRM
Citizen
Portal
e-Services
Customer
Relationship
Management
(CRM)
Corporate
Performance
Management
BOBJ

Case illustration :
Property Value Chain
(PVC)

14
Land Development Scenario (1 of 2)
Strategic Planning &
Project Management
1
2
Land Use Applications
& Building Plan
Submission
3
Property Master
Data
4
Services
Installation
Town
Planning
Building
Control
Cadastre
Maps
Zoning Register Transfer Valuation
CAPEX
Planning
Billing
Rates
Clearance
(Next…)

15
Land Development Scenario (2 of 2)
Town
Planning
Building
Control
Cadastre
Maps
Zoning Register Transfer Valuation
CAPEX
Planning
Billing
Rates
Clearance
Extended Property Value Chain
Rates Clearance
Processing
5
6
Transfer of
Ownership
7
Billing & Payment
Processing
8
Customer Self-
Service
9
Maintenance
Management

Case illustration :
(PPM)

17
Enhancing the City’s ability to implement the Capital
Budget Program: Corporate Strategy
Enhancing the City's ability to implement the Capital Budget programme
Item Functional Area No Programme Objectives
Responsibility Time Line Resources
1.1 Three year Capital
Budget programme
To establish a 3 year capital budget programme in consultation with
the various line departments.
CFO, Director Budgets
in consultation with
Line Directorates
Time Line to be
developed by CFO
with EMT
No additional resources
required
1.2 Planning and
Development of the
Capital Programmes
To plan and develop the Capital Programmes and Projects to the
stage that they are ready for implementation and placement on the
Capital Budget
Line Directorates In place by next
Financial Year
Individual Departments may
need to assess their capacity
1.3 Tender Demand
Management
To programme the anticipated demand from line departments for
Supply Chain Management services to enable the allocation of
adequate resources to service the demand. The programming of
demand also allows the tracking of Line Department's performance in
compliance with the programme agreed with Supply Chain
Management
Supply Chain
Management and Line
Directorates
On-going No additional resources
required
2 Screening the Capital Projects 2.1 Screening the Capital
Projects
To ensure that only Capital Projects which are strategically aligned,
required for health and safety reasons, which are capable of being
implemented within the Financial Years for which budget is being
requested and which are capable of being maintained and operated,
are placed on the Capital Budget
Executive
Management Team
In place by next
Financial Year
(Interim measures
:see comments)
required
3 Implementation of the Capital
Budget
3.1 Manage and Drive the
implementation of the
Capital Budget
Directorates and Departments must ensure that sufficient resources
exist to ensure the implementation of their Capital Budget.
Management are also required to track and report progress on the
implementation of their Capital Budget, and where necessary, take
the appropriate steps to ensure maximum implementation where
possible.
Line Directorates On-going Line Directorates need to
evaluate the resources
required to implement their
Capital Programme and where
necessary make
representation for additional
resources.
4.1 Monthly monitoring of
Capital Budget
implementation
Continued engagement with the various Executive Directors and their
management team on a monthly basis to assess progress, to identify
problems and interventions and to report to City Manager and EMT
Deputy City Manager
and line Directorates
On-going. Monthly
meeting with DCM
and ED's
required
4.2 Implement Portfolio &
Project Management
module on SAP
The establishment of a project management information system will
allow project managers, inter alia, to plan from project inception,
create projects, monitor projects, capture project cost plans and
update and maintaining milestone dates.
ED Corporate Services
and Director IS&T
together with line
Directorates
Discovery Phase
31 Oct 12
Phase 1 - 30
Jun13
R4 million on Operating
Budget for 2012/2013
Financial Year
5.1 Develop customised
Project Management
courses with Service
Providers
A more intensive Project Management Training regime is being
developed in conjunction with Strategic Human Resources and tertiary
educational institutions to meet the specific needs of Council.
and Director Strategic
HR together with line
Directorates
This financial year Funded by existing training
budgets within line
departments
5.2 Develop internal
courses on SAP, CIDB
and Contract
Administration
Training courses on the City’s internal processes such as Supply
Chain Management, Cost Centre Management and the regulatory
environment associated with the Construction Industry Development
Board is expected to improve Project Management capability within
the City.
Relevant internal
specialists to develop
courses. Co-ordinate
by ED Corporate
Services and DCM
This financial year Funded by existing training
budgets within line
departments
5.3 Develop PM
Competency framework
and job family
Finalise the Competency Framework for the Project Management Job
Family in order for project managers to develop career path and make
project management a career of choice within the City.
Directorates
This financial year No additional resource
required
5.4 Bursaries for Project
Management
To address the scarce skills shortage within Council and to ensure
the continued development of existing project managers at post
graduate level
Directorates
This financial year To be funded by existi
internal bursary budgets with
line departments
6.1 Recruit 8 Project
Managers to assist with
planning the Capital
Programme
Certain Directorates will be required to make an assessment of their
project management capabilities. The outcome of this process will be
reported to the Executive Management Team (EMT) with firm
recommendations on the allocation of the R 6 million available for
these appointments.
Affected Directorates This financial year R6 million on Operating
Budget for 2012/2013
Financial Year
6.2 Advertise tender for
Capital Projects
planning, QS and
Scheduling capacity as
and when required
In order to address the shortage of Capital Works planning, tender
scheduling, quantity surveying and cash flow planning in the
organization, it is proposed that the City procure these services
externally, use as and when required and incorporate these costs as
part of the total project cost.
Affected Directorates This financial year To be funded from appr
projects utilizing the ext
resources on demand
7 Establish small corporate Project
Management oversight capability
to monitor Capital Budget
programme and Project
Management training and
development
7.1 Review corporate
requirements in Deputy
City Managers
Directorate
The establishment of a Corporate Project Management office in the
Deputy City Manager’s portfolio is being considered to ensure matters
relating to the co-ordination of Project Management and the
monitoring of the implementation of the Capital Budget programme
within the Administration is effectively addressed. This aspect is being
considered in the context of the review of the Deputy City Manager’s
portfolio which is currently underway.
Linked to realigned
organisational
structure for DCM
This financial year To be determined
6 Increasing Capacity to plan and
implement the Capital
Programme
Training and Development of
Project Managers
Monitoring the Capital
Programme implementation
Planning the Capital Budget and
Capital Projects
1
4
5
• Better Planning Capital Projects
• Screening Capital Projects
• Implementation of the Capital
Budget
• Monitoring the Capital Programme
implementation
• Increasing Capacity to plan and
implement
• Establish Project Management
oversight capacity.
• Training and development.

18
“Project Parameters”
Better understanding of Project
Source:
• Long term planning
•Infrastructure Plans
• Public Participation
• Sub Councils
Project Status
Readiness Assessment, using project
achievability criteria :
(1) Implementation Readiness
(2) Financial Feasibility
(3) Technical Feasibility
(4) Strategic Alignment
Size:
• Major projects
• Medium projects
• Small Projects
Technical Category:
• Expand/Develop
• Upgrade
• Replace
• Process Improvement
Upfront Planning
• Scoping
• Feasibility
• Support
• Conceptual/Preliminary Design
• Cost Estimate
GATE: Proposals passed for
next step in Project Planning
Process
Identify Plan Screen
Gate
Strategy Alignment:
• Opportunity City
• Safe City
• Caring City
• Inclusive City
• Well Run City
Implementation Risk
Assessment:
• Resources
• Schedule
• Scope
• Technical
• Dependencies

19
High-level Process
1. Annual planning cycle (Nov – June each year)
2. Adjusted budget (Aug, Jan, ad-hoc)
Ongoing (pre-screening)
Authorising the “right projects”
Standard stage-gate process, to ensure that projects follow a standard project
lifecycle for efficient project execution (“doing projects right”)
Project Delivery
Project Execution
Detailed
Design
Execution
Commission,
Close Out
Review
Gate
Gate
Gate
Gate
Upfront Planning
Feasibility
Conceptual
Design
Gate
Gate

20
SAP-PPM therefore enables:
Multi-year project planning beyond the Budget Cycles.
Greater insights into the Project Portfolio of the City.
The better alignment of Projects to Strategies.
Stage gates and Check lists to ensure that “projects which are ready” get
through.
Better tracking of Project Execution.

21
Land Administration for Local Government
Land Information
• Land Parcel
• Land Registry
• Sectional Title
 Valuation
Assessments
Dev. Applications
Land Use Rights
 Indigent Grants
Property Data Assets
 Roads, Water,
Sewer, Parks,
Community
Facilities
Citizen
Geographical Information Systems (GIS)
 Pet Licensing
 Special Permits
 Purchases
 Information Calls
 Recreational Activities
 Work Orders
 Inspections
 Cost Accounting
 Planning/Budgets
 Building Applications
 Addresses
 Property Tax Bills
 Telephonic Requests
 Bylaw Enforce
 Waste Mgt
 Utility Billing
- Citizen
- Property
- Meter
 Asset
Inventories

22
Case Scenario : Practical illustration
The development of a house situated close to Cape Town International Airport
Erf : 24073 Delft
Land Parcel : 1017957
Title Deed : 42109/2013
New Owner : Mr Simon Mokholwa

23
Stage 2: Land Use Application and Building Application
Subdivision
Service
Vat 2013
Up to 3
erven
Yes R1127
4 to 10
erven
Yes R1879
Per erf
above 10
Yes R198
Submission captured on SAP
Case Management and
applicants info captured as BP
in SAP NetWeaver environment
SAP CRM used to track progress
• e-mail or SMS notification are
sent
• Payments into FI-CA through
bank statements
Records stored on
SAP PSRM
• Fees billed through SAP S&D

24
Stage 3: Property Master Data Creation in SAP
Captured in GIS and
transferred via ISIS to
SAP LUM
LUM Parcels are
transferred to SAP ISU

25
Land Use Rights
Stage 3: Additional Property Master Data
Address

26
Stage 3: Integrated Spatial Information System

27
Stage 4: Services Installations
Notifications are raised in the SAP Plant
Maintenance solution
Dispatched to service departments requesting
infrastructure (electricity and water meters for
example) to be installed.
PM Works Orders are created from the
notifications for field execution of the work,
recording the time and materials employed and
the equipment installed.

28
Stage 5: Property Rates clearance
Rates Clearance process is executed in SAP
Case Management
Attorney submits an application
Payments received
Certificate issued
Activities at Deeds Registry Office

29
Stage 6: Property Transfer
Transfer recorded at the Deeds office new title deed transfer is
brought into SAP triggering a change of ownership in LUM

Billing and Payment
Processing

31
Municipal Valuation
Stage 7: Billing & Invoicing the New Owner
A contract account is
created for the new owner
and the billable services
are moved in.

32
Billing and Invoicing for BP – Mr. S Makholwa
Business Partner
•Domestic
•Commercial
•CoCT Employee
•Industrial
•Miscellaneous
Divisions
•Electricity
•Water
•Sewerage
•Refuse
•Property rates
•CIDs/MIDs
Billing Rules
•Consumption Charge
•Vatable/non-vatable
•Taxes
•Proration
•Service charges
•Billing periods

Customer Self Service

34
Mr. S Makholwa notices he is being billed on “estimated”
readings – which are inaccurate
• The City of Cape Town has a dedicated e-Services link on the
www.capetown.gov.za
• He registers on the City’s e-Services portal.

35
He now has access to e-Services …………..
Account Statements
View Invoices
Payments
Capture Meter
Readings
View Utility
Consumption
Careers
eSignage
Online Service Requests
Valuation Notices
eBilling

36
Mr. S Makholwa enters an “Actual” meter reading into the
SAP system via the portal

37
Further trust has now been built between the
City & Mr S Makholwa
• The City now bills Mr. S Makholwa on “Actual” meter reading which Mr. Makholwa
entered himself after recording and entering his own readings.

38
Mr. S Makholwa can also report further issues online

39
Receive Execute
Report
The City now actions these SRs via the CWMP
All Services / Works Request in the City could follow the same
process to overcome the challenge of initiating and tracking the
diversity of services we are responsible for:
The Notification Process
Managing Service Delivery through the Corporate
Works Management Process.

40
Has the City of Cape Town been any of the below ?
• So …. What do you think ?
• Did we add value to Mr S Mokholwa ?
• Did we build trust with Mr S Mokholwa ?
• Was the City efficient in its service towards Mr Mokholwa ?
• Will Mr S Mokholwa pay his municipal bill without “grudge” ?

41
What does it take to support such an entrenched SAP
system ?
• “ It’s not only about SAP Software that has been dropped” into the
organisation” – André Stelzner – African Urban Matters Conference,
Cape Town, Nov 2013
• 209 staff members (grow and shrink)
• Deep understanding of City business process
• Although we work for the IS&T Department we in fact have very little “IT” knowledge.
• We understand the difference and importance of PM & CM
• We execute our operations with PM & CM principles
1. Thank you to a great City
of Cape Town team
2. …..and to SAP.....for a
strategic and mature
relationship

42
Thank you
Rudy Abrahams
Manager : SAP-ERP Support Centre
rudy.abrahams@capetown.gov.za
+27 21 400-5013
Russell Hope
Head : Real Estate
russell.hope@capetown.gov.za
+27 21 400-5807
Annemarie Groenewald
Head: ISU
annemarie.groenewald@capetown.gov.za
+27 21 400-3203

African Uran Matters - Rudy Abrahams

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Ähnlich wie African Uran Matters - Rudy Abrahams

Ähnlich wie African Uran Matters - Rudy Abrahams (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

African Uran Matters - Rudy Abrahams

Hinweis der Redaktion