The city, which serves around 4-million citizens, had to come up with revenue strategies against a backdrop of numerous challenges.

, chief solutions architect at , explains that Tshwane recognised that there were a few ways it could improve revenue collection.

The first of these strategies was the Tshwane yaTina campaign that focused on disconnecting non-paying users.

It also realised that installing prepaid meters for indebted consumers could help to lower non-payment, along with other interventions such as implementing debit orders or negotiating payment plans.

Large power users (LPUs) like factories or malls are the biggest consumers, so connecting them to a pre-payment platform would make a big difference.

Simplifying payment platforms for all users would go hand-in-hand with outreach programmes to engage with customers who might not be able to reach the city with queries or payments.

Meter reading was identified as a key step in completing the meter to cash lifecycle.

Electricity makes up a big portion of the city鈥檚 service charges, which include water and sanitation. For a few years, revenue was growing well, then fell off by almost R5-billion in the 2022/2023 financial year 鈥� probably as the effects from Covid-19 came through the system.

In the 2023/2024 period, the revenue collected rose again, by almost R5-billion.

To reverse the negative trend and get revenue moving in the right direction, Molefe explains that the City of Tshwane leveraged a number of digital technologies to enhance service delivery and increase payments.

PhD, group head: shared services at the City of Tshwane, points out that revenue and customer engagement both suffered during the Covid period.

鈥淏ut revenue management is one of the biggest causes of financial distress for local governments, and it affects the social sustainability of municipalities.鈥�

Revenue collection was experiencing a number of challenges associated with delays in manual meter reading, as well as theft, tampering, and faulty meters.

This resulted in revenue leakages 鈥� 听while under-collection became a problem due to longer meter reading and billing cycles, and inaccurate meter readings and estimation.

Compounding the challenges were fragmented and non-integrated systems coupled with inaccurate customer information and insufficient customer channels.

鈥淭he range of challenges extended beyond these,鈥� Khumalo adds. 鈥淏ut the biggest challenge was in billing 鈥� if you can鈥檛 do this correctly, you have a problem. And you can鈥檛 do credit control on wrong billing, because the customer will simply reject any action.

鈥淭he second part of the problem was collections. Now that you have billed, you have to collect.

鈥淎nd, finally, we needed a way to interact with customers receiving the service and recognising that there are different types of customers: those that pay happily, those that pay grudgingly, those that battle to pay or pay late 鈥� possibly because they are distressed 鈥� and those who simply never pay.鈥�

The city turned to a public-private partnership (PPP) engagement model to help solve its many issues.

Khumalo explains that in 2019 Tshwane transitioned away from a single 麻豆原创 support partner by enabling a panel of service providers to provide support, enhancement,听 and implementation of 麻豆原创-related solutions. This led to the appointment of three service providers, with Zimele responsible for 麻豆原创 Utilities and CRM.

鈥淭hey were mandated to assess and understand the current setup, and identify a digital transformation roadmap.鈥�

Zimele proposed a solution in three phases.

Short-term wins would empower meter readers, giving them the tools to be effective. This phase would see the implementation of an advanced metering infrastructure with MDMS for LPUs, and the implementation of 麻豆原创-based meter reading applications.

The medium-term is about empowering users, with wins enabled by the implementation of 麻豆原创-based financial management with a credit control application, and the implementation of the (wallet) solution for LPUs.

In the long-term, the plan is to implement the Sinch Contact Centre with omnichannel and extensions, and the implementation of the RPS solution for debt management.

鈥淭he long-term wins aim to build long-term relationships with our customers,鈥� Khumalo says. 鈥淪o, we will be able to tailor the message to the customer.

鈥淧art of the what the roadmap looked at was to not simply throw technology and tools at the problems,鈥� says Khumalo. 鈥淭his is what usually happens: people panic and think about what they can buy.鈥�

But the City of Tshwane was also in the middle of a move to so it needed to think holistically about people, technology, tools, and processes.

The city鈥檚 implementation strategy started with understanding the environment, while also looking to the future.

Khumalo explains that this involved also understanding the audit environment, including assessment and due diligence. A surprising initial finding was that 200 large users were not actually being billed at all.

The project roadmap involved implementing smart meter integration components in the first phases, digital mobile applications in the second phase, and customer engagement in the third phase.

Among the benefits that the city has already seen are seamless and direct integration to the core billing systems and a faster revenue collection cycle.

In addition, reporting is now in one system, a lot of manual work has been automated, and the city is getting an omnichannel and 360-degree view of the customer.

鈥淲e have solved not just finance problems, but also financial management,鈥� Khumalo says.

Molefe explains that when Zimele got involved, Tshwane鈥檚 meter reading accuracy was just 27%. The new solutions were able to quickly move this to over 80%, and not long after, well into the 90% and above range.

Initially, the city was running an 麻豆原创 system for billing, but the meters were not integrated. They had been sourced from a number of different vendors, with some being prepaid, some smart, and some traditional meters.

鈥淲e had to identify where the savings were to be had,鈥� Molefe says. 鈥淲e realised that 80% of the revenue sits with LPUs and that showed us where our focus needed to be.鈥�

Zimele quickly realised that Tshwane had AMI licences that were not being used, so these were quickly activated.

鈥淲e converted the PI to PO, and now we had an integrated platform.鈥�

The next step was to install the MDMS, which had to be meter agnostic because of the wide range of meter types out in the field.

The city already had a communication network which was activated so smart meters can talk seamlessly into the ISU. This also allows meters to be managed from the system.

鈥淪o we were live on AMI and MDMS, but some customers still had communication issues,鈥� Khumalo explains. 鈥淪o we brought in a meter-reading app that also integrates seamlessly into ISU.

鈥淭he ISU can now send instructions to readers about where they must read meters, and those readings are synched immediately. This means the back-office can start doing validations.鈥�

Traditionally, the meter reading cycle is five days, which means there is no time to resolve issues. And the importation of flat files means the city can鈥檛 identify issues as they occur.

鈥淏y synching reading automatically, you can pick up issues and send people out to resolve them,鈥� Molefe says. 鈥淵ou can also measure the performance of the reader, check they went to the right properties, and that they did the readings.鈥�

Field service management used to be an issue. When meters are replaced, there is a process within ISU to create a new meter in 麻豆原创. This can take about 15 minutes per meter.

鈥淪o we wrote a meter replacement program that captures details of what鈥檚 happening in realtime; and an engine in the system does the replacement within seconds.鈥�

A similar system takes care of disconnections.

One of the biggest benefits of the new system is in converting LPUs from post-paid to prepaid.

鈥淥nce AMI was stabilised, we activated prepayment,鈥� Molefe says. 鈥淎 typical cycle would have been to receive payment 60 to 90 days after the power was consumed. Now, they pay before they consume. This has had a positive spin-off for the city.鈥�

When thinking about customer engagement, Tshwane had to recognise that not every citizen has a smartphone. 鈥淏ut people may want to pay their accounts or submit readings, so we instituted a USSD solution. Now users don鈥檛 need a fancy phone to engage 鈥� and as many consumers as possible are included.鈥�

Looking ahead, the City of Tshwane aims to expand its smart services and increase citizen engagement. It will improve financial transparency, increase revenue channels, and start enjoying AI-driven efficiency.

All services will be available in a municipal digital marketplace.

Finally, the city is engaged in ensuring that its people are empowered. 鈥淵ou can build the best system, but if people do not understand how to use it, you end up with a white elephant,鈥� says Molefe.

鈥淧eople need to be enabled, so change management and training are key.鈥�

This article first appeared in .

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听

The year 2020 will be remembered by teachers around the world as one of adapting to new circumstances and technology. But while in developed countries, online learning merely presented challenges, in Africa the effect was catastrophic. About on the continent were closed, resulting in . On a continent which already displays wide disparities in wealth and access to technology, a disruption of this magnitude was a major setback.

The need to upskill teachers

In fact, most teachers cited a lack of access to technology and affordability issues as the biggest barrier they faced to teach their students online during the pandemic. Before COVID, many African teachers had received . The lockdown forced them to in order to support learners, parents and caregivers so that learning could proceed, despite the uncertainty caused by the virus.

The fact that many new teachers lack digital skills is precisely why the need to upskill them is so crucial. Teachers have enormous potential to bridge the digital divide in Africa. With our annual (ACW), whose launch coincides with World Teacher鈥檚 Day, 麻豆原创 and global partners such as UNESCO, the Association for the Development of Education in Africa (ADEA) and Irish Aid, bring together a wealth of talent to train African teachers and students in coding and 21^st century skills. Last year the program reached . More than 10 500 workshops were hosted across 43 countries and 21 000 teachers were mobilised through virtual and in-person Train-the-Trainer sessions.

Teaching digital fluency

听One of the driving forces behind the ACW initiative is to see African countries adopt coding as part of their school curriculum. In a survey conducted among participating countries in 2020, , and ten more indicated they are planning to incorporate coding soon. The survey also found that 87% of respondents agreed that听ACW听plays an influential role in advancing the adoption of coding as a school subject.

Through the initiative鈥檚 Train-the-Trainer sessions with learners, ACW is simplifying what has historically been perceived as a highly technical area. Learning how to code is like learning a new language, a language which opens doors into the 21^st century and beyond. African teachers need to be empowered to combine traditional and digital literacy in their classrooms, so that students not only learn to read and write, but to develop their creativity to experiment and find solutions which help them engage better with the world around them.

Since inception in 2015, what we have learned from ACW is that it involves participants who would normally have had no exposure to coding, apart from consuming applications on their smart phones or computers. Coding is relevant to all industries in today鈥檚 globalised economy and as a result, digital skills need to be constantly refreshed. Through our innovative public-private partnerships, we firmly believe that by sharing skills and knowledge, we will empower Africans 鈥� both teachers and learners 鈥� to take control of their futures.

There is little doubt that teachers are key to rebuilding society post-COVID because of their inestimable power to reimagine the future and reshape young people鈥檚 lives. To do this, African teachers will need to embrace the technology at their disposal in order for students to get the quality education they need to face the rigours of the digital world. African education must find new models that foreground virtual teaching to cushion it against future disruptions. As ADEA Executive Secretary Albert Nsengiyumva so aptly puts it, 鈥淭oday, more than ever before, we need to adapt as quickly as possible to crises and look for alternatives to advance education and training in Africa.鈥�

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