M Sivasankar IAS...Reminiscences on implementation from the war-room i – The donation platform for...

Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund i

Centre for Development and Imaging Technology (C-DIT) V 7.0

FOREWORD

The Chief Ministers Distress Relief Fund (CMDRF) is a unique e-governance application

developed by Centre for Development of Imaging Technology (C-DIT) as a part of the

Chief Ministers Office (CMO) Suite. This is eventually envisaged as an integrated

monitoring and decision support tool for innovative policy interventions.

The donation portal was developed a sequel to the CMO suite in the context of the

August’18 natural calamity and has contributed substantively to the efforts towards

rebuilding Kerala. The effort was unique in that it could bring together several partner

banks, partner technology companies, start-ups, and individuals many of whom worked

pro-bono. The solution had withstood tough weather and has shown its metal.

I am happy that the endeavour has been systematically documented so that the product

could be evaluated and further improved.

M Sivasankar IAS Director, C-DIT

Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund ii


Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund iii


ACKNOWLEDGEMENT

The Finance Department Government of Kerala had entrusted the responsibility of

developing a donation portal for the Chief Minister’s Distress Relief Fund on 11 August

2018. The donation portal is the outcome of a systematic effort by C-DIT during the

last two months. The portal and documentation could not have been a reality without

the work, support, ideas, encouragement and generous contributions of many

individuals and organisation. I have to start with mentioning the enormous support

extended by Shri. Manoj Joshi IAS, Principal Secretary (Finance) right from the

commencement of the project till the completion. The efforts made by him and his

colleagues at the Finance Department in streamlining the work helped in timely

completion of the portal.

I acknowledge my special thanks to Dr Sharmila Mary Joseph IAS, Secretary

(Expenditure), Smt P Jayalekshmi, Additional Secretary, CMDRF, Shri Sachith S, Under

Secretary, Shri K S Anil Raj, Section Officer, K Shri K Babu, Assistant Section Officer,

Finance (Funds) Department, Robert Francis, Under Secretary CMCC, Shri Shyam TK

Section Officer, CMPGRC for their sincere help and co-operation in achieving this

endeavour. All the functionaries in the CMDRF fund section and the functions in the

CMDRF IT cell worked relentlessly over the span of the study. I am appreciative and

thankful for the hard work put up by all of them. I am particularly grateful to the

functionaries in the office of the Finance Secretary for the support provided by them.

I wish to acknowledge the co-operation extended my colleagues at C-DIT during the

design, development work and implementation sessions. The work benefitted greatly

from the advice and guidance of my fellow team members. The senior fellow team

members included Shri N Jayaraj, Shri Biju SB, Ms Jeena K Subash and Shri Shaji A. I

am deeply indebted to Shri G Jayaraj Registrar C-DIT for his constant motivation right

from the inception of the project.

I am grateful to the experts whom I had consulted during the course of the work. The

comments and suggestions of Dr. Saji Gopinath, Director, IIITMK, Dr Jayasankar

Parad.C, Director ICFOSS, Shri Harshan Vazhakunnam and Ajith Prasad Balakrishnan

Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund iv


CM’s IT fellows, Shri Seeram Sambasiva Rao, Director Kerala State IT Mission, Shri

Santhosh Chandrasekara Kurup CEO ICT Academy Kerala, Dr K.Sabarish Head e-

Governance Kerala State IT Mission, Shri Muraleedharan M Head SEMT, KSITM, Shri

Arun M Programme Head ICFOSS came in handy in finalising the portal.

I take this opportunity to acknowledge my deep sense of gratitude to thanks to Shri M

Sivasankar IAS, Secretary to Chief Minister and Director, C-DIT who had been

extremely considerate to me when the portal crashed on August 18th for a few hours.

The trust and confidence he had in me was a personal support during the crisis. Shri

M V Jayarajan, Private Secretary to Chief Minister and Shri Gopakumar M, Additional

Private Secretary to Finance Minister were extremely helpful in co-ordination.

It is my duty to acknowledge the efforts of all the partners including the various banks

technology providers, media campaign and marketing, communication providers,

agencies involved in security and hosting etc. I take this opportunity to express my

sincere appreciation and profound indebtedness to my colleagues in the C-DIT design

and Development team. Especially Shri Aneez M, Smt Asha RS, Shri Lijumon R, Shri

Aiby Mohandas, Shri Sunil S, Shri Mahesh VR, Shri Anu Sivaraj, Ms Sindhu Thankappan,

Shri Sreejith AK, Shri Abhikrishnan R, Shri K Manoj Kumar, Shri Sandheep Sudarsanan,

Shri Surendran Pillai P, Shri Nandasoonu.M A, and Shri Jayadathan S.

I would also put on record my heartful and earnest thankfulness to Dr K M Abraham,

Chairman, Kerala Development Innovation Strategic Council (K-DISC) permitting me to

undertake the activities and bearing with me for my absence from K-DISC during

important review sessions of CMDRF.

I greatly appreciate my colleagues Shri Dilsha S, Sujith M and Madhu S in the CMO

Straight Forward team for their constant support during the project execution.

Dr P.V.Unnikrishnan, Honorary Consultant, C-DIT and Strategy Advisor, K-DISC.

Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund v


A. CONTENTS

A. CONTENTS ...................................................................................... v

B. List of Tables ................................................................................ vii

C. List of Figures ................................................................................ ix

D. Partners........................................................................................ xi

E. Team Members ..............................................................................xiii

F. Abbreviations .................................................................................xv

G. Executive Summary ....................................................................... xvii

1. Introduction .................................................................................... 1

2. Seventy-two features in two months ..................................................... 1

2.1 Illustrative timing of project activities till date .................................................................... 2

2.2 Distribution of project activities by category ......................................................................... 3

3. Product Architecture ........................................................................ 3

3.1 Features of the cyber security information and event management system .................... 7

3.2 Blockchaining transactions ......................................................................................................... 8

3.3 Gateways integrated ................................................................................................................... 9

3.4 Transactions across banks......................................................................................................... 16

4. Customer profiling and social media interactions .................................... 23

5. Managed security services for CMDRF Donation Portal .............................. 32

5.1 Details of Implementation ........................................................................................................ 34

5.2 Summary of monitoring: ........................................................................................................... 34

6. Challenges in implementation ............................................................ 36

7. Conclusion and further steps ............................................................. 40

Annexure 1 : Chief Minister’s Distress Relief Fund Application - towards a new model in Business Process Re-engineering and Analytics ……………………………………………..43

Annexure 2 : Profile for digital marketing generated using Oracle DMP ……………………………. 51

Annexure 3 : WhatsApp BOT …………………………………………………………………………………………………….59

Annexure 4 : Kerala Chief Minister’s Distress Relief Fund Kerala Floods 2018,

#StandWithKerala, Social Media Management and Interventions ………………….65

Annexure 5 : Detailed profile of team members …………………………………………………………………..77

Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund vi


Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund vii


B. LIST OF TABLES Table no Description Page No.

Table 1 Details of gateways integrated 9

Table 2 Details of services from the payment gateway 11

Table 3 Details of data sets bank wise channel wise 19

Table 4 Distribution of payments across bank by channel of payment till 30th September 2018

20

Table 5 Details of email and SMS campaign 24

Table 6 Campaign Channel Responses 24

Table 7 Distribution of social media campaign results week wise

26

Table 8 Cloud server configuration established for donation portal

38

Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund viii


Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund ix


C. LIST OF FIGURES

Figure No Description Page No.

Figure 1 Illustrative timing of project activities till date 2

Figure 2 Distribution of project activities by category 3

Figure 3 Architecture for CMDRF donations 4

Figure 4 Features of the cyber security information and event management system

7

Figure 5 Blockchaining transactions 8

Figure 6 Distribution of cumulative count of transactions across banks

16

Figure 7 Distribution of cumulative amount across banks across weeks

16

Figure 8 Distribution of total transactions and collections in tens of thousands across banks

17

Figure 9 Distribution of proportion of transaction volume and count across slabs

21

Figure 10 Average value across transaction class in lakhs 22

Figure 11 Day wise collection in lakhs of rupees starting 14th August

22

Figure 12 Week wise distribution of CMDRF Collections 23

Figure 13 Day wise social media activity 25

Figure 14 Week wise social media activity 25

Figure 15 Integration of data sources in Oracle DMP 26

Figure 16 Age and gender wise distribution of visitors 27

Figure 17 Relationship wise distribution of visitors 27

Figure 18 Education level distribution of visitors 27

Figure 19 Job wise distribution of visitors 28

Figure 20 Profile of visitors across geographies 28

Figure 21 Top cities audience wise distribution of visitors 29

Figure 22 Audience had liking facebook page wise distribution of visitors

29

Figure 23 Frequency of activities by the audience on facebook 30

Figure 24 Distribution of device preference wise visitors 30

Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund x


Figure 25 Distribution of audience on the portal during August 14 to September 21st based on google analytics

31

Figure 26 68% of the traffic to the portal was organic; that indicating that campaigns promoting the URL made an impact

31

Figure 27 Block schematic of managed security services for CMDRF donation portal

33

Figure 28 Data flow diagram of security services 33

Figure 29 Screenshots of SIEM on incidents identified 35

Figure 30 AWS infrastructure 39

Figure 31 Variation in server connection time as recorded by the webserver

40

Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund xi


D. PARTNERS Kerala Chief Minister's Distress Relief Fund

Our Success Partners

in Banking in Security &

Hosting in

Technology

in Block Chain, AI &

Other Support

in Media Campaign & Marketing

in Communication

Computing Freedom

Collective Pvt. Ltd

Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund xii


Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund xiii


E. TEAM MEMBERS Sl No

Name Designation Organization

I. Design & Development

1 Dr. P.V Unnikrishnan Project Head C-DIT and K-DISC

2 Aneez M Programmer (HoD) C-DIT

3 Mahesh VR Senior Software Engineer C-DIT

4 Aiby Mohandas Project Manager C-DIT

5 Sunil S Technical Officer Grade I C-DIT

6 Asha RS Programmer C-DIT

7 Lijumon R Programmer C-DIT

8 Abhi Krishnan R Web Designer C-DIT

II. Infrastructure and testing

1 Shibu Manikkoth Programmer C-DIT

2 Arun Nadh System Administrator C-DIT

3 Anu Sivarajan Software Test Engineer C-DIT

III. Content, Communication Statistics

1 K Manoj Kumar Consultant

2 Nandasoonu M A Asst. Statistician cum Data analyst

C-DIT

3 Surendran Pillai P Consultant, (cmo/cmdrf) C-DIT

4 Sandheep Sudarsanan Content Developer C-DIT

5 Anuja V Nair Content Developer C-DIT

6 Kathu Lukose Content Developer C-DIT

7 Sudheer PY Sr. Designer C-DIT

8 Shajith RB Graphic Designer C-DIT

IV. Implementation and Support

1 Sinduthankappan Programmer C-DIT

2 Sreejith AK Programmer C-DIT

3 Jayadathan S Technical Support C-DIT

4 Madhu S Facility Manager CMO Straight Forward

4 Dilsha S Technical Manager CMO Straight Forward

5 Sujith M Technical Officer CMO Straight Forward

6 Sreejith S Project assistant C-DIT

7 Aju S Nair

Senior Hardware Engineer C-DIT

V. Corporate Management

1 Jayaraj G Registrar C-DIT

2 Shaji A Consultant C-DIT

3 Biju SB HOD Web Service C-DIT

Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund xiv


Sl No

Name Designation Organization

4 Jeena K Subash HOD System Integration Division C-DIT

VI. External Contributors

1 Shri Manoj Abraham - IPS IGP – Tvm Range & Nodal officer Cyberdome

Police - Home Department

2 Yair Baurtov VP - Cyber proof UST Global UST Global

3 Girish K Business Development UST Global

4 Krishna Kopalle Founder - Director DigitalInterakt

5 Nagaraju Alluri Solution consultant DigitalInterakt

6 Kiran Kumar Akunuri Implementation Specialist DigitalInterakt

7 Hitesh pothukuchi Implementation Specialist DigitalInterakt

8 Javier Mata CEO Yalochat

9 Deepak Ravindran Founder- Pirate Fund Yalochat

10 Fred Allen VP Engineering Yalochat

11 Mahesh Govind Founder (Blockchain Startup) Digiledge

12 S. Balasubramanian CEO IdeaRocket

13 B R B Puthran Founder IdeaRocket

14 Alan Jose CEO Imtell

15 Nageena Vijayan Director Imtell

16 Sachin Gracious CEO Computing Freedom Collective Pvt. Ltd

17 Roy V Mathew Managing Director Stark Communications

18 Thomas George Associate Director Stark Communications

19 Deepak George CEO Thought Ripples

20 Rajesh Balan Project Manager OrisysIndia

21 Biju Dominic CEO Final Mile

Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund xv


F. ABBREVIATIONS

AI Artificial Intelligence

API Application Program Interface

AWS Amazon Web Service

BHIM Bharat Interface for Money

Billdesk Billdesk is an Indian online gateway company

BOT Short for Robot

BPR Business Process Re-engineering

CBS Core Banking System

CC Avenue South Asia's largest payment gateway solution

CDC Cyber Defence Centre

CDN Content Delivery Network

C-DIT Centre for Development and Imaging Technology

CMDRF Chief Minister’s Distress Relief Fund

CPM Cost Per Mile

CRM Customer Relations Management

Cyber Proof It is a security services company, whose mission is to manage cyber risk for enterprise organizations

DMP Ata Management Plarform

IDRBT Institute for Development and Research in Banking Technology

IFSC Indian Financial System Code

IMPS Immediate Payment Service

IP Internet Protocol

ISP Internet Service Provider

JS Java Script

ML Machine Learning

MMS Multimedia Messaging Service

NACH National Automated Clearing House

NEFT National Electronic Fund Transfer

Nostro A nostro account will be in foreign currency (it is a record of funds held by a bank in another country in the currency of that country)

NPCI National Payment Corporation of India

NRI Non Resident Indian

OCR Optical Character Reader

PAN Permanent Account Number issued by Income Tax Department

Paytm Paytm is a trade mark, Indian e-commerce payment system and digital wallet brand owned by One97 Communications Ltd

PayU PayU is fintech company providing payment technology to online merchants

Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund xvi


Q Radar It is an IBM security information and event management tool

PIN Personal Identification Number

Razorpay Razorpay is a payments company that provides payment solutions to online merchants

RBI Reserve Bank of India

RTGS Real Time Gross Settlement Transaction

SIEM Security Information and Event Management

SPAN SMS Partner Aggregator Network

SPARK Service and Payroll Administrative Repository for Kerala

SSL Secure Sockets Layer

Swift gpi Society for World Interbank Financial Telecommunication System global payments innovation

UPI Unified Payment Interface

URL Uniform Resource Locator

UST Global UST Global is an American multinational provider of Digital, IT services and solutions

VPA Virtual Payment Address

WAF Web Application Firewall

World line The European leader in e-payments transactional services

Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund xvii


G. EXECUTIVE SUMMARY

The donation portal was part of the unparalleled public action against the worst

flood and deluge which Kerala had witnessed hundred years. The rescue, relief and

rebuilding which brought the best out of the polity, a proactive approach of the

bureaucracy and technocracy, the Police, the Fire force, Armed forces and the

exquisite resilience and unity of the people exemplified by the bravery and

gallantry of the fisher folk. It was in this context that the donation portal was

architected, developed and implemented.

The donation portal which was developed by the software development team at the

Centre for Development of Imaging Technology (C-DIT) is a transaction portal which

put in place a proposition viz. “Stand with Kerala” and provided benefits in terms

of speed and ease of use and was integrated with the backend CMDRF system. The

interesting aspect was that it was developed in the midst of the unprecedented

flood and it improved continuously during a short span, establishing itself and

stabilising on its performance. During the two months period an average six new

features were added every four days thus adding seventy two features till now.

The overall portal architecture comprised of a donor registration and payment

portal with multiple payment gateways together with a receipt printing system and

grievance redressal system, which were cordoned with a cyber-security information

and event management system. The portal was also integrated to a big data based

targeting and retargeting system based on social media analysis and data

management platform. A variety of services like salary challenge services, Non

Resident India (NRI) services, exchange house services, support services for cross

border transactions have been added. An operation system handling cash receipts,

cheques and demand drafts in the secretariat and the finance department as well

as the Chief Minister’s office was integrated through a digitisation system. Bank

scrolls were updated along with inputs of an auditor for reconciliation and

settlement.

The setup of the cyber security measures necessary to build and protect the

internet facing system viz. the registration of donors, making payments in the

gateways, filing of grievances and issues of print receipts etc. by applying security

Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund xviii


information collecting technology (SIEM) and connecting the site log sources (web

server, web application firewall, load balancer and other cloud information

services) to the Global Cyber Defence Centre which was an Artificial Intelligence

(AI) driven platform for chat operations, incident response orchestration with

threat intelligence and play room activation were visualised in mid August itself.

The relief donor list validation in Blockchain was an afterthought. Subsequently the

concept of a C-DIT Blockchain node for uniquely identifying transactions and

correlating them across various stakeholder was thought off. The nucleus of the

product were the multiple payment gateways. Nineteen payment gateways have

been integrated. This included six international gateways and nineteen domestic

gateways. Fourteen banks have been linked to these gateways. Fifteen aggregators

have been also linked to these gateways.

Three banks have non-aggregator gateways and four aggregators don’t have

separate accounts linked to them and made transfers to the State Bank of India

CMDRF Account. Thirteen UPI interfaces were created, six e-wallets and two mobile

wallets were also provided partly in the gateways and part outside. Forty eight

credit cards, forty eight debit cards, seven pg UPI, eight e-wallets, seven

international gateway services and seventeen domestic gateway connects were

provided. Transfers from sixty nine Banks was possible through Internet Banking.

During the period till October 28th the gateway has touched a total of 200 crores.

The overall collection has crossed 2000 crores. The distribution of transaction

across banks for various channels of subscriptions indicate advantages of diversity.

The digital media interaction done involved the following four channels

i. Customer engagement through integrated email and SMS campaigns using Oracle

Responsys.

ii. Social listening and monitoring via Oracle Social Relationship Management

(SRM).

iii. Customer acquisition and optimisation of advertisement spend via Oracle Data

Management Platform (DMP)

iv. Facebook and Google advertising using facebook analytic tools and insights

v. WhatsApp business platform integration for notification

Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund xix


C-DIT had approached Cyber dome & UST Global is proud to offer an advanced

Managed Security Service Provider (MSSP) offering for cyber protection for Chief

Minister Distress Relief Fund donation portal. The services covered detection,

response and remediation for the internet facing systems of the portal by applying

security information collecting technology (SIEM). The site log sources (Web server,

WAF, load balancer and other cloud information sources) were connected to Global

Cyber Defence Centre viz. CyberProof which is an AI driven, incident response

orchestration platform which unlocks the value and power of their security tools

and integrates them into a single response hub. Cyber Proof is also provided with

SEEMO an AI-ML BOT for Incident Response and supplements security analysts by

automating investigation workflows, gathering evidence, and providing them

guidance on what to look for next.

C-DIT’s CMO-CMDRF team was a traditional development team geared to work on

relatively convenient targets and fairly plain and obvious tasks. Undertaking a war-

room strategy to finish tasks with in a fixed time under difficult conditions was a

challenging task. The specific challenges are outlined.

Challenge 1: A contingency plan status

The CMDRF donation portal was a plan B, the plan A being the CMDRF

portal integrated with the Government of Kerala website developed

by the Kerala State Information Technology Mission (KSITM). The

donation portal remained a plan B till such time it established its

primacy through improved performance.

Challenge 2: Coping up with the emotional surge following the public action

The public action that was launched by the Government of Kerala and

the people to withstand the unparalleled natural disaster and to

handle the rescue, rehabilitation and relief was exceptional and this

invoked wide acclaim and esteem. Massive traffic on the CMDRF portal

was a natural outcome.

Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund xx


Challenge 3: The challenges 3 had been the difficulties in issuing certificates to a

large number of donors because of gaps in scroll data uploaded by

banks. The gaps are being addressed by triangulation from various

bank statements like CBS data, cheque clearance statements etc.

The major learnings and recommendations for follow up are as follows:

i The building up of the donation platform for Chief Minister’s Distress Relief

Fund was a unique experience which brought together technology, social

media and professional management from C-DIT, startups and a few

corporates for rapid development and deployment.

ii The internet facing payment services has been tested extensively and

performance fine-tuned. The system is cloud hosted and is fully scalable on

demand. The security of the system is also ensured. One of the limitations

in the system is that banks are connected to the Government of Kerala

Portal through various aggregators for gateway payments. The settlement

of the gateway transactions happen offline because of this. By providing a

blockchain system with a node for each bank the transactions can get

updated in the real time with complete traceability pursuing this can help

handling crowdsourcing accounts for rebuild Kerala in a transparent, secure

and traceable manner.

iii Systems for activating Stripe and Paypal accounts have been completed.

Integrating Stripe would help international payments and Paypal would add

further to the diversity of payment systems. Incorporating these would help

handling crowdsourcing accounts for rebuild Kerala in an improve manner.

iv Cross border transactions from international agencies using methods other

than internet banking, credit cards and debit cards is still a pain point. This

could be addressed using SWIFT global payment innovation (gpi) services.

However this requires the Indian bank to subscribe to the service full end

to end tracking of cross border payments would be possible with this. Only

ICICI bank has this service in the country presently. This would help handling

crowdsourcing accounts to rebuild Kerala.

v Another option is to create virtual payments address (VPA) for the

consumers in an underlying bank account and making transfers to the VPA.

Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund xxi


The bank can handle the NOSTRO triggers and facilitate settlement. This

could be an extremely useful solution for handling crowdsourcing accounts

for rebuild Kerala.

vi Extending the salary challenge in Government to the private sector is a

distinct possibility. The NACH based system is available. This could be

supplemented by combining UPI with e-Mandate which would make

repeated payments extremely convenient. Final Mile Consulting is

preparing a strategy based on behavioural science and cognitive neuro

science to support the Government of Kerala in this regard.

vii Along with the payment processing and handling settlements the donation

portal has a full-fledged social media – digital payment – cross channel

communication system linked to a Customer Relations Management (CRM)

system. This system could be productively used for rebuild Kerala

initiatives.

viii Profiling of the digital traffic on the CMDRF site has been done. Using the

Oracle Data Management Platform possible profiles for digital marketing

have been created. This could be leveraged effectively for rebuild Kerala

initiatives.

ix The integration of WhatsApp business platform with CMDRF has tremendous

potential. The notification capability of the platform was sparingly used.

This could be leveraged effectively for rebuild Kerala initiatives.

Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund xxii


Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund

1


Reminiscences on implementation from the war-room – the donation platform for Chief Minister’s Distress Relief Fund (CMDRF)

1. Introduction

The development and deployment of the Chief Minister’s Distress Relief Fund (CMDRF)

applications had been a classic use case of a workflow based public service delivery

where some concepts of Business Process Re-engineering (BPR) have been applied. See

Annexure 1 for a brief outline of how BPR was done in CMDRF. The object of the core

application software for CMDRF was to process requests from the public for relief to

families and individuals undergoing medical treatment for major diseases as well as

those who are affected by natural calamities disasters etc. The application software

covers the workflow handling the requests from the public, the due diligence and the

process of sanctions or rejections and handles disbursement of relief through the

payment systems for direct beneficiary transfer. The CMDRF scheme is primarily a

scheme funded from non-plan resources of the state government and the aspects of

resource allocation and overall expenditure was not covered by the application as

such. The CMDRF scheme also had the option for raising funds through voluntary

contributions and private donations. Such contributions have been made eligible for

100% deduction under section 80G of the Income Tax Act. However, this option was

not seriously pursued till the Kerala floods in August 2018, when the donation portal

was developed.

2. Seventy-two features in two months

The donation portal which was developed by the software development team at Centre

for Development of Imaging Technology (C-DIT) is a transaction portal which put in

place a value proposition “Stand with Kerala” and provided benefits in terms of speed

and ease of use and was integrated to the backend CMDRF system. The interesting

aspect of the portal was that it was developed in the midst of the unprecedented flood

and it improved itself continuously during a short span, establishing itself and

stabilising on performance. During the two months period on an average six new

features were added every four days thus adding seventy-two features till now. The

timing of project activities till date is shown below in figure 1.


2


2.1 Illustrative timing of project activities till date

Figure 1 Illustrative timing of project activities till date

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3


The activities covered a total of 344 person days of design, development and testing.

The distribution of activities by category is provided in figure 2. The base feature

covered 54 man-days. Digital media campaign, communications and content covered

34-man days. Infrastructure including cyber security 17 man days and strategy 11 days.

2.2 Distribution of project activities by category

Figure 2 Distribution of project activities by category

3. Product Architecture

The overall product architecture is as provided below in figure 3. The portal had

appropriate content on the campaign on Kerala’s unprecedented disaster, the relief

measures undertaken, the initiatives for rehabilitation and the proposals for rebuilding

the state post the catastrophe. Apart from the general content on the vision of the

CMDRF donations campaign, the particulars of how the funds are administered, details

of income tax exemption and daily statistics on collections and expenditure were also

provided. The donation portal provided for recording the particulars of the persons


4


coming to the portal for making donation and routes them to a variety of online

payment options through a series of payment gateways. The payment gateways deduct

the payment for the donor’s bank account and credits the payment to the appropriate

CMDRF account through a payment transfer and settlement process.

Figure 3 - Architecture for CMDRF donations

Portal and

Registration

SOC WAF

monitor,

Cloud watch

Payment Gateway CRM

Print Receipts

ServicesBlock Chained donor list

NRI Services

Exchange house Services

Support Services for cross

boundary transaction

Block Chainising

all transactions

Grievance

Redressal

WhatsApp

Campaign

WhatsApp

BOT

Non Payment

Gateway Services

Bank Scrolls

update

Content

Operation systems

include audit and

reconciliatio

Bank CBS, MIS and

payment clearance

including cross border

Payments

Salary Challenge Services

Dash Board

Statistics

History of

Transactions

Big data based Targeting and Retargeting

Responsys

E-mail SMS

DMP SRM

Social Media

Direct

Through Collectorate

Through FD

Through CMO

Cyber Security Information and Event Management System

Social media

analytics

Digitisation

System


5


The salary challenge1 services, special services for NRIs2, the exchange house payment

services3 and cross border payment settlement services4 were initiated based on

1 While the Government of Kerala was striving to mobilize resources to outlive the deluge that has damaged the state totally, the Chief Minister had urged all the government employees to contribute generously their one-month salary towards disaster relief fund. It had been estimated that the state was badly in need of nearly Rs.30,000/- crores to recover and revamp its devastated regions and condition of flood victims. It was expected that the salary contribution of the employees would bring Rs.3800/- crores to the relief fund. Under these circumstances, the government employees and pensioners were asked to contribute their salary and pension amount to Chief Minister’s Disaster Relief Fund. A provision for Mandate Management System (MMS) was created using National Account Clearing House (NACH) services. This involves e-sign and electronic signature service which can facilitate an Adhaar holder to digitally sign a document within seconds. The signatures generated by e-sign are legally valid and secure under IT Act 2000. The processes are provided in figure below. The provision was not used for salary challenge since government had decided not to collect mandates and deductions were done through Service and Payroll Administrative Repository for Kerala (SPARK) and treasury payment system considering the challenges in API creation. The feature could still be used for salary challenge in the private sector.

2 Non-Resident associations requested a feature for group collections, aggregated payments and individual receipts. A similar demand had come up from some local corporates.

3 In the wake of the floods in the State of Kerala and the representations received from the Authorised Dealer Cat - I banks, seeking permission to receive funds in the Chief Minister’s Distress Relief Fund - Kerala through the exchange houses, the Reserve Bank of India, decided in consultation with the Government of India, to permit receipt of remittances to the Chief Minister’s Distress Relief Fund - Kerala through exchange houses, subject to the condition that the remittances were directly credited to the fund by the banks and the banks maintain full details of the remitters.

4 A broad definition would regard a cross-border payment as a transaction that involves individuals, corporations, settlement institutions, central banks or a combination thereof, in at least two different countries. The payers used payment service providers of their choice and demanded immediate clearing and settlement services which was not manageable at the payee end.


6


demand. In order to cater to the non-digital payment methods arrangements for

collecting cheques and drafts from public were organised in collectorates and the

secretariat. These mechanisms were also integrated with the donation portal. The

settlements for the non-payment gateway transactions were organised in the

respective bank accounts after clearance. The banks were requested to provide the

details of the non-payment gateway transactions through scroll updates. The data from

the non-payment gateway transactions was integrated with the payment gateway

transactions in order to establish a consolidated Customer Relations Management

(CRM) database. These requirements necessitated a trained Tesseract Engine Optical

Character Reader (OCR) based digitisation tool and google lens5 based mobile scanner

application development also. This CRM database was also used for targeting and re-

targeting and also for pushing print receipt to donors. A grievance mechanism for

handling delays in issues of print receipts was also added. The aspects of developing a

Cyber security information and event management system and digital media-based

targeting and retargeting were also envisaged right at the inception.

The set-up of the cyber security measures necessary to build and protect these Internet

facing systems viz. the registration of donors and filing of grievances etc.by applying

security information collecting technology (SIEM) and connecting the site log sources

(Web server, Web Application Firewall (WAF), load balancer and other cloud

information sources) to the Global Cyber Defense Center which was an Artificial

Intelligence (AI) driven platform for chat operations, incident response orchestration

along with threat Intelligence and playbook activation. See figure 4 below.

5 Google lens is an image recognition mobile app developed by Google


7


3.1 Features of the cyber security information and event management system

Figure 4 : Features of the cyber security information and event management

system

The digital media targeting involved social media initiatives using twitter, google ads

and face book. Provision for email and SMS campaigns were also provided. Analysis of

social media sentiments using preconfigured semantic filters to extract and analyse

precise aspects of interesting conversations was also done. Social media insights were

drawn in from Facebook and google AdWords and used for audience profiling, targeting

and retargeting.

The relief donor list validation on Blockchain was an afterthought. Subsequently the

concept of a C-DIT blockchain node for uniquely identifying transactions and

correlating them across various stakeholders was thought of. See figure 5. The

objective was to improve traceability of all transactions happening in the CMDRF

system directly linked to the bank end transaction systems. The payment gateway

transactions get recorded on the Blockchain Node before getting transferred to the

gateway. The response also gets updated on the Blockchain mode before it gets

updated in the CMDRF database. In the case of a non-payment gateway transactions,

it gets recorded in the Blockchain node in the CMDRF operations system initially. The


8


banking system records pertaining to the original transaction also gets recorded on the

Blockchain node from the core banking system, payment clearance system etc

depending on the channel of transaction like Cheque, Demand Draft, Bank Transfer,

National Electronic Funds Transfer (NEFT6), Real Time Gross Settlement (RTGS7)

Immediate Payment Service (IMPS8) transaction etc.

3.2 Blockchaining transactions Figure 5 - Blockchaining transactions

The nucleus of the product were the multiple payment gateways which have been described in table 1 below. Nineteen payments gateway have been integrated9. This includes six international gateways and nineteen domestic gateways. Fourteen banks have been linked to these gateways. Fifteen aggregators have been also linked to these gateways.

6 NEFT is an electronic system developed by Institute for Development and Research in Banking Technology for transferring funds between two NEFT enable banks on a one to one basis settlements happening in half hourly batches except on a few holiday windows 7 RTGS is a specialist fund transfer system used for high value transactions that require an receive immediate clearing and is managed by the Reserve Bank of India (RBI) 8 IMPS is an instant payment inter-bank electronic fund transfer system managed by the National Payment Corporation of India and built upon the National Financial Switch Network 9 The PayPal gateway and Stripe are pending commercial operations at the stage of finalising this report.


9


3.3 Gateways integrated Table 1 - Details of gateways integrated

Request Parameters Response Parameters Integration Info

Gateway M

ID

Key

Don Id

Txn Id

Am

ount

Em

ail

Mobile

RefN

o

SU

rl

Furl

Opt

Var

Use

rId

Pass

TxnId

Date

Em

ail

Am

ount

RefN

o

Mode

Nam

e

Sta

tus

Opt

Var

Worldline

API POST10 (Encrypted)

FedPay

API POST (Encrypted)



PayU

,


CCAVENUE


CCAVENUE


CCAVENUE


Own Interface (JS)

10 POST is a Hypertext Transfer Protocol communication between client and server which is not cached and not stored in browser history and cannot be bookmarked


10


Request Parameters Response Parameters Integration Info

Gateway

MID

Key

Don Id

Txn Id

Am

ount

Em

ail

Mobile

RefN

o

SU

rl

Furl

Opt

Var

Use

rId

Pass

TxnId

Date

Em

ail

Am

ount

RefN

o

Mode

Nam

e

Sta

tus

Opt

Var

PayU


Easy Pay


Worldline



Worldline


Bill Desk


Bill Desk


CCAVENUE


Express Checkout Interface (JS)

Own Interface (JS)

MID-Mechant Id, Key-Token/Passcode, Don Id-Donor Id, Txn In-Transaction Id, Ref No-Reference No. in response, Surl- Success URL, Furl- Failure

URL, Opt Var-Optional Variable, User Id- User Id, Pass- Pass code


11


Table 2 : Details of services from the payment gateway

Payment Gateway Channels Payment Gateways

Credit Cards 1 2 3 4 5

1,2 1,2 1,2 1,2,4,5 1,2 1,2 1,2 1,2 1,2,3 1,2 1,2 1,2 1,2 1,2 1,2,3 1,2,3

Debit Cards 1 2 3 1,2 1,2 1,2 1,2,3 1,2 1,2 1,2 1,2 1,2,3 1,2 1,2 1,2 1,2 1,2 1,2,3 1,2,3

UPI Wallets International Internet Banking Banks 1 Airtel Payments Bank 2 Allahabad Bank 3 Andhra Bank 4 Axis Bank 5 Bandhan Bank 6 Bank of Bahrain and Kuwait 7 Bank of Baroda 8 Bank of India 9 Bank of Maharashtra 10

Bassien Catholic Cooperative Bank

11 Canara Bank 12 Catholic Syrian Bank 13 Central Bank of India


12



14 City Union Bank 15 Corporation Bank 16 Cosmos Bank 17

Cosmos Bank Retail Corporate

18 DCB Bank 19 Dena Bank 20 Deutsche Bank 21 Dhanlaxmi Bank 22 Digibank by DBS 23 EQUITAS BANK 24 ESAF Small Finance Bank 25 Federal Bank 26 HDFC Bank 27 ICICI Bank 28 IDBI Bank 29 IDFC Bank 30 Indian Bank 31 Indian Overseas Bank 32 IndusInd Bank 33 Jammu & Kashmir Bank 34

Janata Sahakari Bank Ltd. Pune


13



35 Kalyan janata sahakari bank 36 Karnataka Bank 37 Karur Vysya Bank 38 Kotak Mahindra Bank 39 Lakshmi Vilas Bank 40

Mehsana Urban Co. Op. Bank Ltd

41 NKGSB Bank 42 Oriental Bank of Commerce 43

Punjab and Maharashtra coop

44 Punjab and Sind Bank 45 Punjab National Bank 46 Punjab Yuva 47 RBL Bank 48 Saraswat Bank 49 Shamrao vitthal bank 50 South Indian Bank 51 Standard Chartered Bank 52 State Bank of India 53

Suryoday Small Finance Bank-Retail

54 Suryoday Small Finance Bank-Domestic


14



55 SVC – Retail

56 Syndicate Bank 57

Tamilnad Mercantile Bank Limited

58 Tamilnadu state coop bank

59 Thane Bharat Sahakari Bank 60

The kalupur commercial bank

61 TJSB sahakari bank 62 TNSC Bank 63 UCO Bank 64 Union Bank of India 65 United Bank of India 66

Varaccha cooperative bank ltd

67 Vijaya Bank 68 Yes Bank


15


Three banks have non-aggregator gateways and four aggregators don’t have

separate accounts linked to them and made transfers to the State Bank of India

CMDRF Account. Thirteen UPI11 interfaces were created, six e-wallets12 and two

mobile wallets13 were also provided partly in the gateways and part outside. The

extent of services provided through the payment gateways is shown in table 2. Forty

eight credit cards, forty eight debit cards, seven pg UPI, eight e-wallets, seven

international gateway services and seventeen domestic gateway connects were

provided. Transfers from sixty nine Banks was possible through Internet Banking.

The response on the portal to the product development is provided below in figures

6 to 8. The cumulative count of transactions using the payment gateways for various

banks across the period of program running aggregated week wise is provided in

figure 6. By the proportion of transactions, the prominent gateways belong to State

Bank of India, HDFC and PayU. The least prominent among the gateways belonged

to Andhra Bank, Kotak Mahindra, Dhanlakshmi Bank, Catholic Syrian Bank and the

Canara Bank. The growth of transactions was however prominent among the

laggards like Andhra Bank and Indian Overseas Bank. Among the prominent

contributors HDFC and State Bank of India had good growth rates.

Figure 7 relates to total amounts collected through various payment gateways.

By the quantum of collections, the prominent gateways belong to State Bank of

India, HDFC, South Indian Bank, PayU and ICICI Bank. The least prominent among

the gateways belonged to Dhanlakshmi Bank, Andhra Bank, Catholic Syrian Bank,

Canara Bank and the Kotak Mahindra. The growth of transactions was however

prominent among the laggards like Andhra Bank, Indian Overseas Bank and Punjab

National Bank. Among the prominent contributors HDFC, State Bank of India Axis

Bank and Federal Bank had good growth rates.

11 Unified Payments Interface is an instead real time payment developed by the National Payment Corporation of India facilitating interbank transactions in real time using QR code or mobile numbers mapped to bank account or bank accounts mapped to virtual payment address VPA. 12 E-wallet is a software allowing an individual to make online transactions from the smart phone or the computer by passing the individual credentials to the merchant wirelessly. 13 Mobile wallet refer to payment services after two part authentication of the subscriber done on the mobile initially and subsequently using PIN for further transaction authentication and validation. It can be linked to a bank account or card.


16


3.4 Transactions across banks

Figure 8 is a radar chart which displays the total count of transactions and quantum

of transactions as on 14th October, 2018. The proportion of transactions is evident

with prominent nodes for State Bank of India, HDFC, PayU and South Indian Bank.

5020050400506005080050

100050120050140050160050180050

Figure 6: Distribution of cumulative count of transactions across banks

W1 W2 W3 W4 W5 W6 W7 W8 W9

-10.00

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

Figure 7: Distribution of cumulative amount across banks across weeks

W1 W2 W3 W4 W5 W6 W7 W8 W9


17


The collection amounts were converted to tens of thousands for better visualisation

in the graph. The proportion of collections evident from the chart are State Bank

of India, HDFC, PayU and South Indian Bank. The ICICI bank being adjacent to HDFC

is buried whereas Axis bank in the vicinity of Andhra Bank, Canara Bank, Catholic

Syrian Bank and Dhanlakshmi bank is seen puffed-up.

Based on the count of transactions and the quantum of transactions the State Bank

of India, HDFC and PayU accounted for 72.45% of the transactions and 69.24% of

the total collections constituting the A group. The C Group comprising of Airtel

Payments, Federal Bank, Axis Bank, South Indian Bank (International), Punjab

National Bank, Razor Pay, IDBI Bank, State Bank of India (International), Indian

Overseas Bank, Canara Bank, CSB, Dhanlaxmi Bank, Kotak Mahindra and Andhra

Bank accounted for 11.56% of the transactions and 14.34% of the collections leaving

South Indian Bank and ICICI in the B Group.

1 Airtel Payments

2 Andhra Bank

3 Axis Bank

4 Canara Bank

5 CSB

6 Dhanlaxmi Bank

7 Federal Bank

8 HDFC

9 ICICI10 IDBI Bank11 Indian Overseas Bank

12 Kotak Mahindra

13 PayU

14 Punjab National Bank

15 RazorPay

16 South Indian Bank

17 South Indian…

18 State Bank of India

19 State Bank of…

Figure 8: Distribution of total transactions and collections in tens of thousands across banks

CCount CAmtTT


18


An interesting aspect is the variation across gateways in per transaction value of

collections. The lowest per transaction was for Airtel and the per transaction value

was around Rs 600. The per transaction values for PayU, State Bank of India, HDFC

and ICICI are all below Rs 6000. The highest among the per transaction values is for

Andhra Bank, Kotak Mahindra and Indian Overseas Bank followed by State Bank of

India (International) and South Indian Bank (International).

The distribution of payments through the payment gateway and non-payment

gateway channels is interesting. This has been updated through a scroll update

system outline in table 3. As could be seen data from 15 sources across 11 channels

are integrated. 18 variables are covered in the scroll. The output generated is

provided in table 4. Across banks State Bank of India has a share of 84.80% followed

by South Indian Bank with 4.51% and Paytm with 3.31%. Channel of transaction wise

digital methods covers 34.19% of the total with RTGS / NEFT / IMPS contributing

24.81% UPI 2.59% and Paytm (including UPI, Mobile wallet and mobile banking)

3.31%, Cheque and Demand Drafts cover 45.91% and cash 19.90%.

In UPI services SBI was at the top followed by HDFC. In Credit card/Debit card,

Canara Bank, Axis Bank and ICICI Bank followed SBI at the top. In RTGS, SBI topped

followed by South Indian Bank as a poor second. In cheque and DD, South Indian

Bank was a grateful second to SBI. In cash transactions Federal Bank was the second

even though well below SBI. The superior position of SBI came from two factors

i.) The position that SBI has as the primary banker for the government

ii.) In all government campaigns SBI account was promoted majorly

The individual banks had come up with their own digital campaigns at our request

over sms, mail, social media and through ATMs which definitely helped the overall

resource mobilisation.


19


Table 3 : details of data sets bank wise channel wise

Channels Data sets Channel-wise

Bank NEFT RTGS IB DC CC mBank CASH CHQ DD UPI IMPS NEFT RTGS IB DC CC mBank CASH CHQ DD UPI IMPS

1,2,3,4,10, 13,15

1,2,3,4,5,6, 8,10,13,15

1,2,3,5 ,6,9,10

1,2,3,5, 6,9,10

1,2,3,4,5, 6,10,13,15

1,2,3,10, 13

1,2,3,4,5, 6,10,13,15

1,2,3,10,

13

1,2,3,4,9, 10

1,2,3,4,9, 10

1,2,3,4,5,6, 9,10

1,2,3,5,6, 9,10

1,2,3,5,6, 10,13,14

1,2,3,9,10 1,2,3,9,10, 13,14,15

1,2,3,9,

10

1,2,3,4, 10,14

1,2,3,4, 10,14

1,2,3,4,5,6, 10,15

1,2,3,5,6, 9,10

1,2,3,5,6, 9,10

1,2,5,10, 14,15

1,2,3,10 1,2,3,10,

16 1,2,3,10,

16 1,2,3,5,

6,10

1,2,3,4,10 1,2,3,4,

10

1,2,3,5,6, 9,10

1,2,3,5,6, 9,10

1,2,3,10 1,2,3,4,

10

1,2,3,9,10 1,2,3,4,

9,10

1,2,3,4,5, 9,10

1,2,3,10 1,2,3,10,16 1,2,3,4,6,

10

1,2,3,4, 10,14

1,2,3,4,5,6,

10,15

1,2,3,4,6, 8,10

1,2,3,6, 8,10

1,2,3,4,5, 6,10,15

1,2,3,10 1,2,3,10,16

1,2,3,4, 10,14

1,2,3,4,

9,10 1,2,3,10 1,2,3,10,16

1,2,3,5,

6,10 1,2,3,5,

6,10

1,2,3,5, 6,10

1,2,3,10,

15 1,2,3,4,5,6,

10,14,16

1,2,3,4,10 1,2,5,10,

14,15 1,2,3,4,10

1,2,3,4,10, 14,15,16

1,2,3,4,10, 14,15,16

1,2,3,6,10

1,2,3,4,9,10 1,2,3,10 1,2,3,10,16

1,2,3,4,9, 10,14,15

1,2,3,4, 10,14,15

1,2,3,4,5, 6,10,14,15

1,2,3,4, 5,6,10,

15

1,2,3,4,5, 10

1,2,3,4,5, 10,14

1,2,3,4,5, 10,14,15,16

1,2,3,4,5, 10,14,15,16

1,2,3,4,5,6, 10,14,15

1,2,3,4, 5,6,10, 14,15

1,2,3,4, 5,10,14,15

1,2,3,4,

5,10, 14,15

1,2,3,4,5, 10,14,15

1,2,3,4, 5,6,10, 14,15

LEGEND OF DATASETS

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 1 2 3 4 5 6 7

Date Trn. Id

Amount Name Mobile Email UID PAN Ref Payment_ Mode

Portal_ Trn._ID

Domestic_ International

Tran_ particulars

IFSC Code

Acc. No. Chq/DD Date Trn. Id Amount Name Mobile Email UID


20


UID-Unique Identifier, Portal Trn Id- Portal Transaction Id was the set by donation portal at the time of payment gateway selection.

Table 4: Distribution of payments across bank by channel of payment till 30th September 2018

Sl No Bank UPI CCDC_Amt RTGS_Amt CQDD_Amt PayTm_Amt Cash_Amt Total Amt Prop

1. Airtel Bank 0.00 128.99 129.51 0.00 0.00 0.00 258.49 0.18

2. Andhra bank 0.01 0.62 90.42 0.00 0.00 9.33 100.37 0.07

3. Axis Bank 1.80 346.95 0.00 0.00 0.00 0.00 348.75 0.25

4. Canara Bank 0.04 1419.35 23.36 1419.91 0.00 19.05 2881.72 2.03

5. Catholic Syrian Bank 0.17 99.22 73.97 371.90 0.00 11.58 556.84 0.39

6. Federal Bank 8.43 31.17 402.48 1191.48 0.00 1158.37 2791.92 1.96

7. HDFC 1462.71 0.00 0.00 902.10 0.00 47.34 2412.15 1.70

8. ICICI 11.98 311.30 48.54 0.00 0.00 8.24 380.06 0.27

9. Indian Overseas Bank 0.26 0.26 0.10 684.33 0.00 6.53 691.49 0.49

10. Paytm 0.00 0.00 0.00 0.00 4702.18 0.00 4702.18 3.31

11. South Indian Bank 188.78 146.65 1157.98 4572.50 0.00 350.32 6416.24 4.51

12. State Bank Of India 2014.27 2465.28 33335.44 56068.88 0.00 26661.42 120545.29 84.80

13. Union Bank of India 0.00 0.00 0.00 55.00 0.00 12.67 67.67 0.05

Total 3688.46 4949.79 35261.80 65266.11 4702.18 28284.84 142153.17 100.00

Proportion 2.59 3.48 24.81 45.91 3.31 19.90 100.00 CCDC-Credit card debit card, CQDD-Cheque/DD, Paytm covers mobile wallet, UPI and mobile app transfer.


21


The distribution of count of transaction and collection across transaction classes is

shown in figure 9. The count of transactions are heavily skewed below 5000 covering

more than 97% of the total transactions. 46.06% of the transaction being below Rs

51, 19.60% between Rs 51 to Rs 100, 12.73% between Rs 200 and Rs 500 and 8.24%

between Rs 100 and Rs 200. Interestingly the collection is skewed at the other end

of the slabs with 62.41% contributions coming from donations above 50 lakh.

These transaction are only 260 in number. The transactions between 1 crore and 10

crore from corporates, associations and philanthropists comes to 29.87% of the total

collection14. These figures however don’t reflect the contributions from the salary

challenge.

The average transaction value comes to Rs 4477.03 and the variation of average

value across slabs is shown in figure 10. The skewing of collection across the slabs

above 1 crore is a result of the higher average value in the respective transactions

skews.

14 The State Bank of India might have combined several cheques in a single transaction which might create an error in analysis.

-10.00

0.00

10.00

20.00

30.00

40.00

50.00

Figure 9: Distribution of proportion of transaction volume and

count across slabs

Count Collection


22


A day wise and week wise distribution of collections and transactions is provided

below in figure 11. As could be seen the peak transactions is on the 15th day, peaks

are also evident on the 33rd day, 31st day, 8th day and 10th days. The week wise

distribution in figure 12 shows peaks during the 5th week and 2nd week. The pattern

would be different beyond the 5th week when the salary challenge collections get

aggregated.

0.00

1000.00

2000.00

3000.00

4000.00

5000.00

6000.00

7000.00

Figure 10: Average value across transaction class in lakhs

0

5000

10000

15000

20000

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51

Figure 11 : Daywise collection in lakhs of rupees starting 14 August

Day Amount in Lakhs


23


4. Customer profiling and social media interactions

The digital media interaction done involved the following four channels

i. Customer engagement through integrated email and SMS campaigns using

Oracle Responsys.

ii. Social listening and monitoring via Oracle Social Relationship Management

(SRM).

iii. Customer acquisition and optimisation of advertisement spend via Oracle

Data Management Platform (DMP)

iv. Facebook and Google advertising using facebook analytic tools and insights

v. WhatsApp business platform integration

Email and SMS campaign was done using Oracle Responsys cloud service to ensure

personalised an improved cross channel consumer experience. A dedicated IP

warming was used to build reputation with Internet Service Providers (ISP) marking

Government of Kerala as a legitimate e-mail sender and more of the email could

be delivered to the correct inbox. Responsys e-mail service is uses along with SMS

Public Aggregator Network (SPAN) configured with Value First as the aggregator.

The system has right now only a flat file integration with the C-DIT CRM. API

integration is progressing. Dashboard and reports are enabled to monitor the

0

5000

10000

15000

20000

25000

30000

35000

40000

1 2 3 4 5 6 7 8

Figure 12: Week wise distribution of CMDRF collections

Week Amount in Lakhs


24


campaign performance. The following email and SMS campaign were initiated. (See

table 5).

Table 5: Details of email and SMS campaign

Sl No

Campaign Email SMS WhatsApp

notification

1 Inviting customers who have visited site but not paid

- 221,994 -

2 Re-inviting customers who could not make payment because of technical snags

- 19,138 -

3 Receipts to person who have made requests for receipts using WhatsApp BOT or web application

3466

4 Download receipt option to Customers who have made the contribution

10,48,073

5 Receipts for persons who have made payments but have not requested for receipts

- 1,653,467 -

Total 10,48,073 1,894,599 3466

The responses for SMS and email from the Responsys dashboard is as indicate below

in table 6.

Table 6: Campaign Channel Responses

Campaign Channel Total Sent Bounced15 Delivered16

Email Campaign 1,20,929 21,555 99,374

SMS campaign 17,91,629 64,240 17,27,389

WhatsApp campaign 3,466 679 2,787

Social listening and monitoring using Social Relationship Management (SRM) has

been launched. Facebook, Twitter and Google+ have been added as social

properties. The details of social media activity is provided day wise and week wise

in figure 13 and 14. There is a spurt of messages during second week of September

12th and 13th followed by spurts in the fourth week of September 24th and last week

October 27th. Based on the content of the messages the website content has been

tweaked and sms/mail/WhatsApp campaigns have been undertaken.

15 Bouncing can be due to mail/ number does not exist. In WhatsApp bouncing was because of absence of WhatsApp numbers. 16 Non delivery indicates carrier was not able to deliver because of customer’s memory or device being full.


25


Figure 13 : Day wise social media activity

Figure 14: week wise social media activity

Oracle was approached to provide Indian language integration option for Malayalam

which could have improved the sentiment analysis. The facility is right now

available.

Based on the traffic coming to the CMDRF website that was captured within DMP by

the blue kai tag the Kerala specific segments offered by DMP was profiled. The

profile covers first party data available from the Kerala government customer

database and second and third party data sets available from oracle data market


26


place, facebook etc. The block schematic of how the audience is created is provided

in figure 15 and the profile of the data is provided in Annexure 2.

Figure 15: Integration of data sources in Oracle DMP

WhatsApp business platform was integrated with CMDRF and bot option for

reporting grievances relating to print. The details of the BOT application created

for the purpose is provided in Annexure 3.

A total of 17 social media campaigns were initiated on facebook and google the

details of which are provided in Annexure 4. The total impressions created on

facebook was 28,15,883. The details of impressions is provided week wise in table

7 below.

Table 7: Distribution of social media campaign results week wise

Week Facebook impressions Google impressions

1 477973

46273 2 1580129

3 670428

4 6890

5 80463

2815883 46,273

Source: Documentation from M/s Idea rocket

Profiling of visitors on the donation portal was done using their facebook profiles

using page likes to the Kerala CMDRF Facebook page. The age and gender wise

distribution is shown in figure 16 below which indicates 12% women and 88% men.

Women and men in the age group 25 – 34 are the most significant. 57% of women

and 55% of men belong to this category. The rest of women are distributed equally


27


in the 15-24, 35-44 and 45-54 age group. Among men the next prominent group is

35-44 (23%) followed by the youngest ones in the 18-24 age group (9%).

Figure 16

58% of the audience are married. (See figure 17) Singles are 3.6%. 18% of them went

to Grade school, while high school (8%) and college students (74%) constituted the

balance. (See figure 18).

Figure 17 Figure 18

The distribution of the visitors shows a high percentage of people in IT and

Technical Services (20%), Computation and Mathematics (20%), Architecture and

Engineering (20%), Production (20%) etc. (See figure 19). The profile of visitors

across geographies indicate 58% from India followed by 35% in GCC countries and

2% each in United States of America and Malaysia. (See figure 20).


28


Figure 19

Figure 20

Top cities were Dubai, Doha followed by Bangalore, Riyadh, Abudhabi and Kuwait

(See figure 21).


29


Figure 21

The audience had a liking for the facebook pages of Shri Pinarayi Vijayan, Chief

Minister’s Office, Dr. T M Thomas Isaac etc. The audience had been also linking

News18 Kerala and sites of film personalities Ashiq Abu and Joy Mathew, MB Rajesh

and M Swaraj. (See figure 22).

Figure 22

The frequency of activities by the audience on facebook shows a large number of

post likes, clicking of adds, comments etc. indicating that the facebook page could


30


build up meaningful engagement (See figure 23). The distribution of device

preference shows a strong preference of mobile (98%) over desktops (2%). Among

the devices by further granularity Android phones was 73% followed by iPhone/ iPod

(15%), Mobile web (10%) and PC (20%). (See figure 24).

Figure 23

Figure 24

The distribution of audience on the portal during August 14 to September 21 based

on google analytics is shown in figure 25. A total of 45 lakhs visited the portal. On

August 21 the site handled 5.72 lakh visitors. On this day reached 3.16 lakh

impressions on facebook. 68% of the traffic to the portal was organic as shown in

figure 26 indicating that campaigns promoting the URL made an impact. The

contribution of social media had been gaining along with the campaign. The portal

visits showed 90.66% visitors from India followed by 2.76% from USA 1.47% from UAE

etc. Country wise users showed highest from Maharashtra, Tamilnadu, Karnataka.

Visitors from Kerala was 8th in the list of top users indicating clearly that Indians


31


from all over the country were concerned about the Kerala floods with strong

pockets in the South, North West and Central India.

Figure 25

Figure 26


32


5. Managed security services for CMDRF Donation Portal

C-DIT had approached Cyber dome & UST Global is proud to offer an advanced

Managed Security Service Provider (MSSP) offering for cyber protection for Chief

Minister Distress Relief Fund donation portal. The services covered detection,

response and remediation for the internet facing systems of the portal by applying

security information collecting technology (SIEM). The site log sources (Web server,

WAF, load balancer and other cloud information sources) were connected to Global

Cyber Defense Center viz CyberProof which is an AI driven, incident response

orchestration platform which unlocks the value and power of their security tools and

integrates them into a single response hub. Cyber Proof is also provided with SEEMO

an AI-ML BOT for Incident Response and supplements security analysts by automating

investigation workflows, gathering evidence, and providing them guidance on what

to look for next.

The scope of the support included the following:

• Architecting the desired security solution

• Establish strong baseline monitoring of website & run time environment

• Acquiring the SIEM infrastructure and installing it and connecting log sources,

configuring rules and connecting to our AI Incident Response platform.

• Training the customer for participating with us in the monitoring and Incident

Response

• T1-T2, monitoring 24*7 by the UST Global/ Cyber dome team in

Thiruvananthapuram

• T3-T4 advance Incident Response, Threat Intelligence from Global experts

provided by UST Global.

• Build capabilities and capacity within the C-DIT team equipping with latest

technical know-how in niche area of cybersecurity

• Equip C-DIT team to manage the IT risk which is closely associated with

business risk & train the team with help of dedicated support & specialist

cyber security experts the niche domain of cyber security

A block schematic of the services is provided in figure 27. The figure 28 shows the

data flow diagram. As could be seen from the dataflow diagram the AWS bucket

traps the sys logs and routes it to the SIEM. The SIEM along with AI driven

orchestration platform generates smart alerts for detection, response and

remediation.


33


Figure 27 Block schematic of managed security services for CMDRF donation portal

Figure 28: Data flow diagram in cyber defence centre

Data flow

AWS Load

Balancer

AWS WAF

AWS Cloudtrail

AWS

CloudWatchLum bda Function

AWS S3 Bucket

AWS LB and Audit logs

WAF Alerts

Qradar

Console

Qradar

ProcessorPulling Offences

Qradar

CollectorData

Storage

Pulling Logs

CDC

PlatformPulling Offences

TRV Tier

1-2IST Tier

3-5

AW

S K

era

la

Envir

on

ment

CyberP

roof

SO

C T

eam

s

CD

C

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tform

Cyb

erP

roof

MSSP Q

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34


5.1 Details of Implementation

The salient aspects of implementation are provided below.

i. Vulnerability assessment was done

ii. Threat Intelligence platform was established to monitor the social media

iii. A focused intelligent drive was initiated to detect all bogus and replicated

sites, phishing campaigns, disinformation campaigns using a monitoring

drive on all websites

iv. A focused phishing detection and negation drive, to review whether the

payment process confirms to full Payment Card Industry Data Security

Standard (PCI DSS) was put in place

v. Report of intelligence from Vulnerability Assessment and Penetration

Testing (VAPT) 17 and dark web18 scanning was integrated

vi. A dashboard providing incident response platform access was provided to

the C-DIT team configured and connected with cyber proof automation and

incident response platform for continuous monitoring of sys logs

5.2 Summary of monitoring:

During the period of monitoring 2864 offenses were recorded in SIEM. All the offenses

were based on logs from AWS Load Balancer and AWS WAF. These offences were

received as alerts in the cyber Defence Centre (CDC) platform and were checked by

analysts (Tier 1-4). From alerts that were containing information about suspicious

activity, incidents were created for additional enrichment and focused

investigation. In Total 18 Incident were created from 1136 connected alerts. The

screen shots are provided below in figure 29.

17 Vulnerability Assessment and Penetration Testing (VAPT) are two types of vulnerability testing. The tests have different strengths and are often combined to achieve a more complete vulnerability analysis. 18 Dark web sites are the meeting and market places for emerging cyber threats. These are rich sources of intelligence, often relevant to a broad spectrum of potential targets that aren’t accessible through conventional monitoring.


35


Figure 29: Screenshots of SIEM on incidents identified.

Total events from AWS environment received in SIEM – about 50.500.000 million events:

Top 20 Source IP traffic in September 2018:

CDC statistic:

3 Incidents open in the platform:

- Main incident, donation site monitoring - 2 incidents for monitoring IP activities


36


6. Challenges in implementation

The specific challenges faced are outline below.

i. C-DIT’s CMO-CMDRF team was a traditional development team geared to

work on relatively convenient targets and fairly plain and obvious tasks.

Undertaking a war-room strategy to finish tasks with in a fixed time under

difficult conditions was a challenging task.

A strategy of exploration oriented thinking involving exploration, testing

and re-design was adopted

Working with in a public sector framework the only option of motivation

was building self-esteem and self-confidence through intense teamwork

and deliberations. The general atmosphere of phenomenal voluntary work

unity and social commitment that surfaced in the state as a part of the

public action for rescue rehabilitation and rebuild Kerala served as a shot

in the arm for the activities.

ii. Challenge 1: A contingency plan status

The CMDRF donation portal was a plan B, the plan A being the CMDRF

portal integrated with the Government of Kerala website developed by

the Kerala State Information Technology Mission (KSITM). The donation

portal remained a plan B till such time it established its primacy through

improved performance.

However the plan B status threw open an opportunity for building self-

esteem and self confidence in the C-DIT team since CMDRF was an ongoing

project and donation portal an extension of CMDRF was looked upon as an

entitlement project which C-DIT should deliver. Posing of a challenge in

developing the donation portal along with a parallel scheme undertaken

by Tata Consultancy Services (TCS) team for KSITM triggered self-esteem

and motivation. The challenge was portrayed as an effort to prevent loss

of a natural extension of an existing project which was fairly well managed

by C-DIT.

The operational model proposed involved the following:

a) Adopting an inclusive strategy of multiple agencies to provide diverse

options to the donors


37


b) Carrying out a digital media campaign simultaneously to achieve

the outcomes

c) Adding new features continuously to improve outreach and

performance

d) Integrating with partners and resources outside C-DIT with

specialise strengths to achieve better results

e) Adopting appropriate infrastructure for horizontal and vertical

scalability

The C-DIT team after deliberations accepted all aspects of the operational

model except the (v)th component citing above inability to cope up with

un-familiarly technology challenges within a short notice.

iii. An intense war-room mode of continuous interaction cutting across the

various teams handling design and development, UX content,

communication and infrastructure was put in place. Three workshops were

organised to streamline the activities. Meetings were held daily including

holidays and two times a day when there were issues to manage. Eighty

three hours spend for review meetings from August 14th till the time

writing of the report. The project management sessions were synchronised

with frequent meetings with the Finance Secretaries Office and occasional

interactions with the Chief Minister’s Office. 29 WhatsApp groups19 were

created to handle communications across various stakeholders. Customer

feedback was consolidated and used as a major driver in re-design.

iv. Challenge 2: Coping up with the emotional surge following the public

action

The public action that was launched by the Government of Kerala and the

people to withstand the unparalleled natural disaster and to handle the

rescue, rehabilitation and relief was exceptional and this invoked wide

acclaim and esteem. Massive traffic on the CMDRF portal was a natural

outcome.

19 CMDRF South Indian Bank, CMDRF Axis Bank, CMDRF Federal Bank, CMDRF IDBI, CMDRF Catholic Syrian Bank, CMDRF HDFC Bank, CMDRF Treasury, CMDRF PNB TVM, CMRF Kerala IOB, CMDRF Dhanalekshmi Bank, CMDRF Union Bank, CMDRF ICICI Bank, CMDRF State Bank, CMDRF Paytm, CMDRF Social Media, CMDRF Kerala Government, CMDRF PayU, CMDRF Airtel Bank, CMDRF Paypal, CMDRF Kotak, CMDRF Donation Operation, CMDRF Cyber Security, CMDRF Cyber Helpdesk, CMDRF Mobikwik, CMDRF Grievance Redressal.


38


v. The parameters of system performance generated during the period

starting 14 August is revealing. On 18th August the distribution of users on

the portal from 14th August is shown in figure 26. It rose to 1,80,000 on

16th August, 3,52,000 on 17th August and 4,20,000 on 18th August. Even

though the C-DIT tem had initially expressed difficulty in migration on to

the cloud seeing the response the team eventually agreed to this.

vi. A former C-DIT employee was identified as a resource, proposals obtained

from Amazon and migration was planned. On 18th August 2018 in the night

after the traffic declines. But 18th as the traffic shot up, the band width

and resources required exploited and the donation portal crashed by

afternoon. On 19th early morning migration to the AWS server was done.

The details of the AWS infrastructure established is provided in table 8

and figure 30.

Table 8: Cloud server configuration established for donation portal

Server Count Specification Date from Date To

Donation

Web Server 2 4 vCPU , 16 GB RAM 19-08-2018 20-08-2018

RDS with multi AZ 1 8 vCPU, 32 GB RAM 19-08-2018 20-08-2018

Web Server 6 4 vCPU , 16 GB RAM 20-08-2018 15-09-2018

RDS with multi AZ 1 16 vCPU, 64 GB RAM

20-08-2018 15-09-2018

Web Server 1 4 vCPU , 16 GB RAM 15-09-2018 Till date

RDS 1 4 vCPU , 16 GB RAM 15-09-2018 Till date

Receipt Printing

Web Server 1 4 vCPU , 8 GB RAM 21-08-2018 Till date

RDS 1 4 vCPU , 8 GB RAM 21-08-2018 Till date

Windows server with SQL server

1 2 vCPU, 8 GB RAM 11-09-2018 Till date

Staging

Web Server 1 2vCPU 4GB 20-08-2018 Till date

RDS 1 2vCPU 4GB 20-08-2018 Till date

Backup server 1 1vCPU, 1 GB 21-08-2018 Till date


39


Figure 30: AWS infrastructure

vii. The variation in server connection time as recorded by the webserver is

provided in figure 31. As could be seen the latency rose to exceptionally

high values on 18th August. After migrating the Amazon webserver the

server connection time dropped to a few seconds.

16 VMs

6 VMs

VPC

VMs

65

4

21

3

VMs

1615

21

14

Web Server

Database

Server

ELB

Cloud Front

WAF


40


Figure 31: Variation in server connection time as recorded by the webserver

viii. Challenge 3: The challenges 3 had been the difficulties in issuing

certificates to a large number of donors because of gaps in scroll data

uploaded by banks. The gaps are being addressed by triangulation from

various bank statements like CBS data, cheque clearance statements etc.

7. Conclusion and further steps

i The building up of the donation platform for Chief Minister’s Distress Relief

Fund was a unique experience which brought together technology, social

media and professional management from C-DIT, startups and a few

corporates for rapid development and deployment.

ii The internet facing payment services has been tested extensively and

performance fine-tuned. The system is cloud hosted and is fully scalable

on demand. The security of the system is also ensured. One of the

limitations in the system is that banks are connected to the Government

of Kerala Portal through various aggregators for gateway payments. The

settlement of the gateway transactions happen offline because of this. By

providing a blockchain system with a node for each bank the transactions

0

5000000

10000000

15000000

20000000

25000000

30000000

35000000

400000002

01

80

81

4

20

18

08

17

20

18

08

20

20

18

08

23

20

18

08

26

20

18

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29

20

18

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18

09

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16

20

18

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19

20

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22

20

18

09

25

20

18

09

28

Server Connection Time (ms)

Server Connection Time (ms)


41


can get updated in the real time with complete traceability pursuing this

can help handling crowdsourcing accounts for rebuild Kerala in a

transparent, secure and traceable manner.

iii Systems for activating Stripe and Paypal accounts have been completed.

Integrating Stripe would help international payments and Paypal would

add further to the diversity of payment systems. Incorporating these would

help handling crowdsourcing accounts for rebuild Kerala in an improve

manner.

iv Cross border transactions from international agencies using methods other

than internet banking, credit cards and debit cards is still a pain point.

This could be addressed using SWIFT global payment innovation (gpi)

services. However this requires the Indian bank to subscribe to the service

full end to end tracking of cross border payments would be possible with

this. Only ICICI bank has this service in the country presently. This would

help handling crowdsourcing accounts to rebuild Kerala.

v Another option is to create virtual payments address (VPA) for the

consumers in an underlying bank account and making transfers to the VPA.

The bank can handle the NOSTRO triggers and facilitate settlement. This

could be an extremely useful solution for handling crowdsourcing accounts

for rebuild Kerala.

vi Extending the salary challenge in Government to the private sector is a

distinct possibility. The NACH based system is available. This could be

supplemented by combining UPI with e-Mandate which would make

repeated payments extremely convenient. Final Mile Consulting is

preparing a strategy based on behavioural sciences and cognitive neuro

sciences to support the Government of Kerala in this regard.

vii Along with the payment processing and handling settlements the donation

portal has a full-fledged social media – digital payment – cross channel

communication system linked to a Customer Relations Management (CRM)

system. This system could be productively used for rebuild Kerala

initiatives.

viii Profiling of the digital traffic on the CMDRF site has been done. Using the

Oracle Data Management Platform possible profiles for digital marketing


42


have been created. This could be leveraged effectively for rebuild Kerala

initiatives.

ix The integration of WhatsApp business platform with CMDRF has

tremendous potential. The notification capability of the platform was

sparingly used. This could be leveraged effectively for rebuild Kerala

initiatives.


43


ANNEXURES


44


Annexure 1 Reminiscences on implementation from the war-room – The

donation platform for Chief Minister’s Distress Relief Fund

45


Annexure 1

Chief Minister’s Distress Relief Fund Application - towards a new model in

Business Process Re-engineering and Analytics1

The Chief Ministers Distress Relief Fund (CMDRF) is a unique e-governance

application developed by Centre for Development of Imaging Technology (C-DIT) as

a part of the Chief Ministers Office (CMO) Suite eventually which is envisaged as an

integrated monitoring and decision support tool for innovative policy interventions.

The enterprise architecture for the Chief Minister’s Office suite is provided below

which is an analytics driven grievance handling and distress relief system .The data

analytics component under development will play a key role in the effectiveness of

the system in the future. The system shall provide a knowledge base on public

grievances across departments as well as vulnerabilities of the most marginalised.

It is proposed to develop a fully normative system of the processing with the

identification and fast tracking of special category petitions driven by deep learning

and data analysis .The department to department Tapal Engine called Kerala

Communication Services (KCS) being developed for the General Administration

Department is also part of the Enterprise Architecture of CMO suite.

Enterprise Architecture for CMO Office-suite

The CMDRF is a product which has evolved through extensive business process re-

engineering (BPR) efforts driven by the departments of the Revenue, Finance and

Information Technologies .An outline of the processes prior to re-engineering and

are currently available is provided below

1 Published in e-News Letter from Service and Payroll Administrative Repository for Kerala (SPARK), issue 6th July 2018



46


CMDRF- A gist of Business Process Re-Engineering

Activity Pre Existed System Current System

Application Submission

Manual application submitted physically to the concerned office

Online application Submission through multiple channels. Standardized distress category and subject classification done.

Disbursement of Relief

Fund Transferred to the District Collectors from the Finance Department for all the approved cases, which in turn is transferred to the concerned Taluk Offices. Finally cheque is issued to the beneficiaries physically.

Direct treasury Integration with the application, has made available enhanced DBT to the beneficiary accounts for all approved cases.

Integration with other data sets and departments for more effective decision and delivery

Non-existent Integrated through API with other departments

Aadhar Authentication – UIDAI, Ration Card Data base - Civil Supplies Department, Treasury payments -Treasury Department, Death Certificate - Civil Registration System Medical Certificate - Health Department

Pendency Alerts escalation

Non-existent Automated pendency alerts to the higher-level officials on pendency

Real time reviews

Non-existent Centralized monitoring of peers through Video Conferencing

Special cell at CMs office for monitoring

Non-existent An apex cell closely monitoring and intervening for speedy and just disposal

The outcome of the BPR had been fabulous and the details are as indicated below .

As could be seen the efficiency of processing has drastically improved with average

processing time declining from 52 days to 27 days. This is however far below the

targeted objective of processing the application in less than 100 hours.

Outcome of BPR in CMDRF

No of days for processing Before 2018 2018

<14 18.81 55.58

15 to 30 11.32 23.08

>30 69.87 21.34

Total 100 100



47


The quantum of priority cases and percentage of application from the backward

districts also increases drastically from 1.57 to 31.09 and from 15.54 % to 17.23% as

indicated below

Outcome of BPR by type of application and backwardness of district

Attribute Before 2018 2018

Priority 1.57 31.09

Non –Priority 98.43 68.91

Backward district 15.54 17.23

Other district 84.46 82.77

The coverage of applications increased from 68,346 to 1,47,351 during the period

through multiple channels village office, Akshaya, web, mobile and at “Straight

forward Counter” in the secretariat. The number of decisions made (approvals,

rejections, GOs issued, DBT transfers) increased from 32,097 to 1,30,761 very clearly

demonstrating the overall effectiveness. The thematic distribution of the

applications for distress relief is provided below. The coverage of application along

various channels is as follows. The distribution shows a predominance of Tapal.

However online applications from the public, applications through Akshaya centres

and online applications from MP/MLA offices have registered a steady increase. The

profile of medical cases covering 90.25% accident death cases 2.72 and other cases

only 7.03. The social category wise distribution is SC 10.23% ST 1.05% and others

88.72%. The lower percentage of SC and ST is indeed a matter of concern, but is

partly caused by competing schemes of the SC & ST Department for medical support

and accidents. The profile clearly indicate that CMDRF has the potential to evolve

as a smart social security plan for marginalized linked to welfare pensions.

Transactions in CMDRF – channel-wise



48


The major improvements made in the applications and changes planned during the

next year as provided below

Changes during the current year

Application form integrated with APIs of Ration Card Database and

Aadhar Database for easy application submission and verification

Mobile App for application processing by the department officials,

enabling 24X7 working in needed cases there by breaking the working

hours barrier.

Introduced social risk factors for beneficiaries to assist in normative

decision making.

Integrated finance module for fund request processing, DBT Integration

with treasury, reconciliation of payments, payment alerts to

beneficiaries

Generic dashboards for all users with real time statistics for effective

monitoring.

Reminders on pending applications to the processing officials via SMS.

Time tag on applications for priority processing and decision making.

Customer Relations Management (CRM) - for rectification of

shortcomings in the application and for getting customer satisfaction

level.

Medical App for medical practitioners, for issuing medical certificates

electronically making their processing convenient. The International

Classification of Diseases(ICD-10) and medical risk grading is

incorporated in this mobile app

API Integration with other applications.

For getting the death certificate from the Birth & Death

Registration System.

For getting FIR/post-mortem report from the police information

system for accident death

Category wise distribution of

CMDRF applications 2018

Theme wise distribution of

CMDRF applications 2018



49


Improvements during the next year

Migration to completely Java based system using Agora framework

Integration with the Kerala Communication System (KCS) - the

electronic communication channel connecting all department offices

across the State, for all government communications.

Building a robust analytic engine using Hadoop framework.

Analysis for identifying the continuous treatment required cases to

take the beneficiary to a regular support system like pension scheme.

To achieve a modal time of 100 hours from receipt to disposal of

applications

To conduct customer satisfaction survey

The application recently caught some attention when it became part of the

unparalleled public action against the worst flood in 100 years .The rescue relief and

rebuilding operations which brought the best out the polity, a proactive approach of

the bureaucracy and technocracy, the Police, Fire Force, Armed Forces and the

exquisite resilience and unity of the public exemplified by the bravery and gallantry

of the fisher folk. During 10 days the technical team at C-DIT built up a portal

linking 12 payment gateways and 12 UPI/QR Code/VPA and could manage 30 lakh

transactions with a very good response time of 5.2 sec. The application monitored

by the cyber dome, hosted on the cloud has a potential for transforming into a

product for crowd sourcing for Kerala’s rebuilding efforts.

[Dr.P.V.Unnikrishnan, currently the Strategic Advisor to the Kerala Department Innovation Strategic

Council and Consultant to C-DIT was formerly member of State Planning Board, Professor in Tata

Institute of Social Science, Mumbai and Research coordinator of Integrated Rural Technology Centre,

Mundur. He was also the founder Registrar of C-DIT, Director of Information Kerala Mission. His PhD

work is on the Strategic Management, Information communication Technologies in the third world

context. As Professor in Tata Institute he authored the National studies on Devolution Index in the

Country for 2014-15 and 2015-16. He also co-authored with Dr.T.M.Thomas Isaac in the seminal piece

“Kalliasseri Experiment in Local Level Planning” on 1995, which became the basis of the peoples

plan campaign.]



50




51


Annexure 2

Profile for digital marketing generated using Oracle DMP

0

10000

20000

30000

40000

50000

60000

Ages 18-20

Ages 21-29

Ages 30-39

Ages 40-49

Ages 50-64

Ages 65and Older

Potential target for digital marketing by agegroup

Visitors

Target in ten thousands

0

10000

20000

30000

40000

50000

60000

70000

80000

90000

Potential Target for digital marketing by Household Income Class

Visitors




52


0

10000

20000

30000

40000

50000

60000

70000

80000

90000

100000

Potential Target for Digital Marketing by Industries and Occupation Classification

Visitors


0

20000

40000

60000

80000

100000

120000

140000

160000

180000

Leis

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Potential target for digital marketting by past purchases made

Visitors




53


Digital marketing dataset generated by Oracle DMP

ID Category Name Category Path Visitors Volume CPM Relative Index

24744 Ages 18-20 Demographics -> Age 5700 34877100 $0.60 13%

34061 Ages 21-29 Demographics -> Age 12900 113478600 $0.60 -21%



34064 Ages 50-64 Demographics -> Age 51600 309348000 $0.60 16%

27002 Ages 65 and Older Demographics -> Age 53400 267178500 $0.60 39%

12 Yes Demographics -> Family Composition (Household) -> Children in Household (Kids)

131100 862114800 $0.60 0%

5814 HHI: $0-$14,999 Demographics -> Financial Attributes -> Estimated Household Income (USD)

10500 259535700 $0.60 -77%

71 HHI: $15,000-$19,999 Demographics -> Financial Attributes -> Estimated Household Income (USD)

7200 78157200 $0.60 -47%


16200 158694000 $0.60 -41%


20700 160950600 $0.60 -26%


22800 207278400 $0.60 -36%


25500 186335400 $0.60 -21%


78600 270801900 $0.60 68%


88200 454188000 $0.60 12%

5734 HHI: $100,000-$124,999* Demographics -> Financial Attributes -> Estimated Household Income (USD) -> HHI: Greater than $100,000

40500 244763700 $0.60 -4%

5735 HHI: $125,000-$149,999* Demographics -> Financial Attributes -> Estimated Household Income (USD) -> HHI: Greater than $100,000 -> HHI: Greater than $125,000

36900 181467000 $0.60 18%


57300 179085000 $0.60 85%


26700 100062300 $0.60 54%

26381 HHI: Greater than $250,000* Demographics -> Financial Attributes -> Estimated Household Income (USD) -> HHI: Greater than $100,000 -> HHI: Greater than $125,000

43500 263224500 $0.60 -4%

22598 Males Demographics -> Gender 40800 418714200 $0.60 42%

22599 Females Demographics -> Gender 27000 567930300 $0.60 -31%

3004 Other Vehicles In-Market 3300 2542200 $1.21 663%

6956 Financial Products and Services In-Market 71700 212415600 $1.08 98%

19 Retail In-Market 81300 459075000 $0.80 4%

17 Auto, Cars and Trucks In-Market 20100 324735600 $1.80 -64%



54



22605 Consumer Packaged Goods (CPG) In-Market 3000 55780200 $1.12 -68%

22653 Food and Beverages In-Market -> Consumer Packaged Goods (CPG)

3000 33243900 $1.12 0%

3177 Clothing, Shoes and Accessories In-Market -> Retail 35700 136391100 $0.80 105%

150 Cell Phones and Plans In-Market -> Retail 18300 88123800 $0.80 62%

3589 Video Games In-Market -> Retail 6300 58410600 $0.80 -16%

149 Computers In-Market -> Retail 5100 99402300 $0.80 -60%

148 Home and Garden In-Market -> Retail 4200 162230700 $0.80 -80%

36493 Leisure Past Purchases -> Travel -> Types 71400 200109300 $1.42 29%

75301 Business Past Purchases -> Travel -> Types 15600 61444500 $1.42 -8%

75300 Cruises Past Purchases -> Travel -> Products

15300 108731100 $1.42 -49%

43888 Computers Past Purchases -> Retail 51300 225315900 $1.42 83%

43890 Entertainment Past Purchases -> Retail 100200 525747600 $1.42 54%

43896 Hobbies, Games & Toys Past Purchases -> Retail 62400 340627200 $1.42 48%

43882 Automotive Parts & Accessories Past Purchases -> Retail 50100 337920900 $1.42 19%

43892 Home & Garden Past Purchases -> Retail 115500 835122300 $1.42 11%

43883 Babies & Kids Past Purchases -> Retail 87300 636399000 $1.42 11%

43891 Gifts Past Purchases -> Consumer Packaged Goods (CPG)

47700 388015800 $1.42 -1%

43889 Electronics Past Purchases -> Retail 67200 634226400 $1.42 -15%

43886 Clothing, Shoes & Accessories Past Purchases -> Retail 96900 1111596000 $1.42 -30%

43895 Sports Equipment & Outdoor Gear Past Purchases -> Retail 40500 695270100 $1.42 -53% 43897 Video Games Past Purchases -> Retail 4200 97397100 $1.42 -65%

123739 Retirement & Investing Past Purchases -> Financial Products & Services

71400 244787400 $1.42 198%

75581 Restaurants Past Purchases -> Services 68700 236926800 $1.42 196%

104073 Cosmetics Past Purchases -> Consumer Packaged Goods (CPG) -> Health & Beauty -> Beauty

103500 358638000 $1.42 195%

104065 Special Types Past Purchases -> Consumer Packaged Goods (CPG) -> Food & Beverages

44400 160627200 $1.42 182%

104071 Baby Food Past Purchases -> Consumer Packaged Goods (CPG) -> Baby Care

43500 167424900 $1.42 165%

44100 Hair Care Past Purchases -> Consumer Packaged Goods (CPG) -> Health & Beauty -> Beauty

62700 275308200 $1.42 133%

44069 Beauty Past Purchases -> Consumer Packaged Goods (CPG) -> Health & Beauty

111600 642408300 $1.42 77%

44141 RVs, Campers & Trailers Past Purchases -> Other Vehicles 4200 31530600 $1.42 36% 44067 Health Past Purchases -> Consumer

Packaged Goods (CPG) -> Health & Beauty

98700 793593600 $1.42 27%

104055 Coffee Past Purchases -> Consumer Packaged Goods (CPG) -> Food & Beverages -> Beverages -> Coffee, Tea & Cocoa

60300 500806200 $1.42 23%

104052 Coffee, Tea & Cocoa Past Purchases -> Consumer Packaged Goods (CPG) -> Food & Beverages -> Beverages

60300 529847700 $1.42 16%

44063 Health & Beauty Past Purchases -> Consumer Packaged Goods (CPG)

123300 1129327800 $1.42 12%

123738 Credit Cards Past Purchases -> Financial Products & Services

66900 623391900 $1.42 10%

104049 Beverages Past Purchases -> Consumer Packaged Goods (CPG) -> Food & Beverages

113400 1164245100 $1.42 -1%



55



44099 Soda Past Purchases -> Consumer Packaged Goods (CPG) -> Food & Beverages -> Beverages

80700 841899000 $1.42 -2%

104045 Pet Supplies Past Purchases -> Consumer Packaged Goods (CPG)

75900 797386200 $1.42 -3%

104066 Organic Past Purchases -> Consumer Packaged Goods (CPG) -> Food & Beverages -> Special Types

3600 37893900 $1.42 -3%

75578 Financial Products & Services Past Purchases 80400 897540600 $1.42 -9%

104064 Household Supplies Past Purchases -> Consumer Packaged Goods (CPG)

91800 1045451100 $1.42 -10%

75329 Family Restaurants Past Purchases -> Services -> Restaurants

8100 92673000 $1.42 -11%

44078 Food & Beverages Past Purchases -> Consumer Packaged Goods (CPG)

133800 1532942400 $1.42 -11%

104047 Cat Food & Supplies Past Purchases -> Consumer Packaged Goods (CPG) -> Pet Supplies

41400 478049700 $1.42 -12%

43878 Consumer Packaged Goods (CPG) Past Purchases 140100 1637776800 $1.42 -13% 104081 Frozen Foods Past Purchases -> Consumer

Packaged Goods (CPG) -> Food & Beverages

86700 1076436000 $1.42 -18%

104043 Breakfast & Cereals Past Purchases -> Consumer Packaged Goods (CPG) -> Food & Beverages

53400 704446800 $1.42 -23%

44106 Snacks, Cookies & Candy Past Purchases -> Consumer Packaged Goods (CPG) -> Food & Beverages

86700 1148963100 $1.42 -23%

75320 Luxury Cars Past Purchases -> Autos -> Classes

25200 369117000 $1.42 -30%

104046 Dog Food & Supplies Past Purchases -> Consumer Packaged Goods (CPG) -> Pet Supplies

34500 526706700 $1.42 -33%

43877 Autos Past Purchases 81000 1259717400 $1.42 -34% 104079 Vitamins Past Purchases -> Consumer

Packaged Goods (CPG) -> Health & Beauty -> Health -> Vitamins & Dietary Supplements

18000 286087500 $1.42 -36%

104056 Diet Past Purchases -> Consumer Packaged Goods (CPG) -> Food & Beverages -> Beverages -> Soda

17700 303854100 $1.42 -41%

44068 Vitamins & Dietary Supplements Past Purchases -> Consumer Packaged Goods (CPG) -> Health & Beauty -> Health

18000 312028500 $1.42 -41%

43879 Other Vehicles Past Purchases 7800 141106500 $1.42 -44%

36386 Trucks Past Purchases -> Autos -> Classes

20100 396376500 $1.42 -48%

104057 Regular Past Purchases -> Consumer Packaged Goods (CPG) -> Food & Beverages -> Beverages -> Soda

19800 630280800 $1.42 -68%

104080 Energy & Sports Drinks Past Purchases -> Consumer Packaged Goods (CPG) -> Food & Beverages -> Beverages

9600 500372400 $1.42 -80%

121531 Internet Service Provider (ISP) Past Purchases -> Services -> Telecommunications (Telco)

4200 302452500 $1.42 -86%

358912 Small Business Business (B2B) 24300 718483200 $2.50 0%

356797 Blue Collar Business (B2B) -> Classes 7200 251958600 $2.50 31% 356800 White Collar Business (B2B) -> Classes 3600 244659300 $2.50 -32%

367326 6-10 Years Business (B2B) -> Company Age 3900 238938600 $2.50 -49% 367327 More Than 10 Years Business (B2B) -> Company Age 24600 642987300 $2.50 18%

569530 Enterprise Applications Business (B2B) -> Company Past Purchases -> Technology

19500 92929200 $2.50 52%

569565 Sustainability/Green Enterprise Business (B2B) -> Company Past Purchases -> Technology

8100 44520900 $2.50 32%

569520 Business Process Management (BPM)

Business (B2B) -> Company Past Purchases -> Technology

20100 123463500 $2.50 18%

569525 Construction Business (B2B) -> Company Past Purchases -> Technology

14400 88974000 $2.50 17%



56



569551 Mobile Technologies Business (B2B) -> Company Past Purchases -> Technology

23400 144933600 $2.50 17%

569541 Legal and Professional Services Management


20400 131602200 $2.50 12%

569523 Commerce Business (B2B) -> Company Past Purchases -> Technology

21600 140593800 $2.50 11%

569550 Medical Business (B2B) -> Company Past Purchases -> Technology

19200 127165500 $2.50 10%

569519 Business Intelligence Business (B2B) -> Company Past Purchases -> Technology

23400 159366600 $2.50 7%

569518 Academic & Education Management Software


17400 120410700 $2.50 5%

569535 Financial Analytical Applications Business (B2B) -> Company Past Purchases -> Technology

22800 160285500 $2.50 3%

569524 Communications Technologies Business (B2B) -> Company Past Purchases -> Technology

27600 194763600 $2.50 3%

569522 Collaboration Business (B2B) -> Company Past Purchases -> Technology

24600 174851400 $2.50 2%

569557 Project Management Business (B2B) -> Company Past Purchases -> Technology

19500 139221000 $2.50 2%

569555 Procurement Business (B2B) -> Company Past Purchases -> Technology

11100 79537800 $2.50 1%

569534 Enterprise Resource Planning (ERP)


21000 151352700 $2.50 1%

569564 Supply Chain Management (SCM) Business (B2B) -> Company Past Purchases -> Technology

14700 106119900 $2.50 1%

569566 System Analytics & Monitoring Business (B2B) -> Company Past Purchases -> Technology

21600 156693000 $2.50 0%

569528 Database Management Software Business (B2B) -> Company Past Purchases -> Technology

25500 185757000 $2.50 0%

569540 IT Governance Business (B2B) -> Company Past Purchases -> Technology

23400 170551800 $2.50 0%

569526 Customer Relationship Management


22200 162131100 $2.50 -1%

569531 Enterprise Business Solutions (EBS)


23100 169115400 $2.50 -1%

569536 Hardware (Basic) Business (B2B) -> Company Past Purchases -> Technology

24000 176536200 $2.50 -1%

569532 Enterprise Content Business (B2B) -> Company Past Purchases -> Technology

25500 187710600 $2.50 -1%

569552 Network Computing Business (B2B) -> Company Past Purchases -> Technology

28800 214393800 $2.50 -3%

569542 Manufacturing/Engineering Business (B2B) -> Company Past Purchases -> Technology

12900 96198000 $2.50 -3%

569567 System Security Services Business (B2B) -> Company Past Purchases -> Technology

24300 181285800 $2.50 -3%

569537 HR Management Systems (HRMS)/Human Capital Management (HCM)


21900 163851900 $2.50 -3%

569521 Cloud Infrastructure Computing Business (B2B) -> Company Past Purchases -> Technology

24900 188130600 $2.50 -4%

569569 Visualization Software Business (B2B) -> Company Past Purchases -> Technology

24900 188213700 $2.50 -4%

569538 Infrastructure as a Service (IaaS) Business (B2B) -> Company Past Purchases -> Technology

24300 186518400 $2.50 -5%

569562 Software (Basic) Business (B2B) -> Company Past Purchases -> Technology

29700 228347400 $2.50 -6%

569547 Marketing Performance Measurement


25200 196182300 $2.50 -7%

569556 Productivity Solutions Business (B2B) -> Company Past Purchases -> Technology

26700 213119700 $2.50 -9%

569527 Data Center Solutions Business (B2B) -> Company Past Purchases -> Technology

23700 195158400 $2.50 -12%

569533 Enterprise Performance Management (EPM)


11100 97568100 $2.50 -17%

569559 Retail Business (B2B) -> Company Past Purchases -> Technology

6300 60830400 $2.50 -25%

569568 Travel and Expense Management Business (B2B) -> Company Past Purchases -> Technology

9000 90497700 $2.50 -28%

569553 Philanthropic Business (B2B) -> Company Past Purchases -> Technology

4200 58950000 $2.50 -48%



57



353928 Under 10 Employees Business (B2B) -> Company Size 12600 673202100 $2.50 -65%

353929 10-50 Employees Business (B2B) -> Company Size 14400 262827600 $2.50 4% 353930 50-100 Employees Business (B2B) -> Company Size 7500 124818600 $2.50 14%

353931 100-500 Employees Business (B2B) -> Company Size 10800 178471200 $2.50 15% 353932 500-1,000 Employees Business (B2B) -> Company Size 6300 115586400 $2.50 3%

353933 1,000-5,000 Employees Business (B2B) -> Company Size 12900 155619000 $2.50 57%

353934 5,000+ Employees Business (B2B) -> Company Size 38100 435201000 $2.50 66%

356826 Employed Business (B2B) -> Employment Status

16800 306072600 $2.50 22%

356843 Retired Business (B2B) -> Employment Status

6000 131301300 $2.50 2%

356838 Homemaker Business (B2B) -> Employment Status

3600 150919200 $2.50 -47%

359580 IT Decision Makers Business (B2B) -> Groups -> Decision Makers

4200 36936600 $1.50 35%

359581 Sales & Marketing Decision Makers Business (B2B) -> Groups -> Decision Makers

3600 42427500 $1.50 1%

356402 High Income Business (B2B) -> Groups 9600 127407900 $1.50 -10%

357664 Utilities Business (B2B) -> Industries & Occupations

15300 55410600 $2.50 219%

356914 Computer & Mathematical Business (B2B) -> Industries & Occupations

42900 268921800 $2.50 85%

357086 Science & Engineering Business (B2B) -> Industries & Occupations

15000 113056200 $2.50 53%

356884 Business & Finance Business (B2B) -> Industries & Occupations

88800 789931800 $2.50 30%

358958 Telecommunications Business (B2B) -> Industries & Occupations

9300 84101100 $2.50 28%

357017 Legal Business (B2B) -> Industries & Occupations

16200 147910800 $2.50 27%

356946 Health Care Business (B2B) -> Industries & Occupations

48600 445764900 $2.50 26%

357073 Sales Business (B2B) -> Industries & Occupations

58800 547155900 $2.50 24%

356847 Hospitality & Food Services Business (B2B) -> Industries & Occupations

13800 147629100 $2.50 8%

356901 Community & Social Services Business (B2B) -> Industries & Occupations

6300 73878300 $2.50 -1%

357044 Production & Manufacturing Business (B2B) -> Industries & Occupations

21000 316746300 $2.50 -23%

357025 Office Administration & Support Business (B2B) -> Industries & Occupations

10200 181844100 $2.50 -35%

356932 Education Business (B2B) -> Industries & Occupations

13800 269206500 $2.50 -41%

356856 Agriculture & Natural Resources Business (B2B) -> Industries & Occupations

4500 98463600 $2.50 -47%

357108 Transportation & Logistics Business (B2B) -> Industries & Occupations

5400 128955900 $2.50 -52%

357046 Government Business (B2B) -> Industries & Occupations

9300 229848600 $2.50 -53%

356922 Construction & Architecture Business (B2B) -> Industries & Occupations

8100 223308600 $2.50 -58%

357032 Personal & Consumer Services Business (B2B) -> Industries & Occupations

10200 283811100 $2.50 -58%

356870 Arts, Entertainment & Media Business (B2B) -> Industries & Occupations

5100 251640600 $2.50 -77%

357663 Human Resources Business (B2B) -> Industries & Occupations -> Business & Finance

24900 149558400 $2.50 40%

359404 Management Consulting Business (B2B) -> Industries & Occupations -> Business & Finance

3000 25717500 $2.50 -2%

356889 Accounting & Auditing Business (B2B) -> Industries & Occupations -> Business & Finance

4500 41806800 $2.50 -9%

358064 Insurance Business (B2B) -> Industries & Occupations -> Business & Finance

3300 83714100 $2.50 -67%



58



359394 Non-Profit Workers Business (B2B) -> Industries & Occupations -> Community & Social Services

3300 33224700 $2.50 0%

358050 Web Professionals Business (B2B) -> Industries & Occupations -> Computer & Mathematical -> Information Technology & Computing

4800 25769100 $2.50 9%

358051 Software Designers & Programmers

Business (B2B) -> Industries & Occupations -> Computer & Mathematical -> Information Technology & Computing

12600 75987300 $2.50 -3%

359528 Pharmaceuticals Business (B2B) -> Industries & Occupations -> Health Care

3000 28662300 $2.50 0%

359397 Automotive Business (B2B) -> Industries & Occupations -> Production & Manufacturing

3300 31228800 $2.50 10%

359396 Electronics Business (B2B) -> Industries & Occupations -> Production & Manufacturing

6000 61033200 $2.50 2%

359530 Machinery Business (B2B) -> Industries & Occupations -> Production & Manufacturing

5100 54964800 $2.50 -4%

359400 Consumer Goods Business (B2B) -> Industries & Occupations -> Production & Manufacturing

3300 36652500 $2.50 -6%

359572 Advertising Business (B2B) -> Industries & Occupations -> Sales -> Marketing

3000 18642900 $2.50 115%

357075 Real Estate Business (B2B) -> Industries & Occupations -> Sales

17700 197565600 $2.50 19%

357084 Wholesale Business (B2B) -> Industries & Occupations -> Sales

8100 108159300 $2.50 0%

357079 Retail Business (B2B) -> Industries & Occupations -> Sales

14700 255806700 $2.50 -23%

356816 Vice Presidents Business (B2B) -> Roles -> Managers -> Executives

7500 80936400 $2.50 96%

356814 Presidents Business (B2B) -> Roles -> Managers -> Executives

7200 78360000 $2.50 94%

356812 C-Level Business (B2B) -> Roles -> Managers -> Executives

9900 115190100 $2.50 81%

359393 Board Members Business (B2B) -> Roles 4500 62851200 $2.50 51% 356804 Business Owners Business (B2B) -> Roles 9900 203208600 $2.50 3%

356819 Middle Managers Business (B2B) -> Roles -> Managers

4500 377488800 $2.50 -75%

353936 Under $250,000 Business (B2B) -> Sales Volume 5400 568040400 $2.50 -88%

353937 $500,000-$1,000,000 Business (B2B) -> Sales Volume 20100 258547500 $2.50 -2% 353938 $1,000,000-$5,000,000 Business (B2B) -> Sales Volume 23400 292341000 $2.50 1%

353939 $5,000,000-$10,000,000 Business (B2B) -> Sales Volume 19800 116835600 $2.50 114%




353944 $500,000,000+ Business (B2B) -> Sales Volume 35100 386081700 $2.50 15%

1399051 Kerala IN Customs for GovernmentofKeralaDMP_5640

143700 7064400 $0.25 0%

1399494 CMDRF - Digital site* Government of Kerala DMP - Private

64800 65100 - 0%

1399501 Transparency* Government of Kerala DMP - Private -> CMDRF - Digital site

7800 7800 - 1%

1399498 Donation Funnel* Government of Kerala DMP - Private -> CMDRF - Digital site

15300 15300 - 1%

1399503 Print Receipt* Government of Kerala DMP - Private -> CMDRF - Digital site

11700 11700 - 1%

1399495 Home* Government of Kerala DMP - Private -> CMDRF - Digital site

64800 65100 - 0%

1399504 Statistics* Government of Kerala DMP - Private -> CMDRF - Digital site

15300 15600 - -1%



59


Annexure 3

WhatsApp Bot

Receipt Printing For Donations: Govt. of Kerala has launched a new service for helping

citizens to download the receipt of donations from the official WhatsApp number

+9188600600. This new initiative is to help citizen use the service to save the copies

of the receipt for 80G income tax exemption. The service will be available for

customers who have remitted money in cash, by Cheque/Demand Draft, from bank

accounts through bank transfer, RTGS/NEFT/IMPS, Paytm/ UPI/QR Code/Mobile

Wallet/VBA/mobile banking etc. The flow chart and screen short are shown below.

Flow chart for WhatsApp Bot



60


1. QR code/UPI/PayTM/VPA/Mobile Wallet



61


2. RTGS/NEFT/IMPS



62


3. Cheque/DD



63


4. Cash



64


Annexure 4 Reminiscences on implementation from the war-room –The donation

platform for Chief Minister’s Distress Relief Fund

65


Annexure 4

Kerala Chief Minister’s Distress Relief Fund

Kerala Floods 2018

#StandWithKerala

Social Media Management and Interventions



66




67


Annexure 2

Kerala Chief Minister’s Distress Relief Fund: Social Media Management

and other Interventions

The Kerala Floods of 2018 was a disaster which caused tremendous havoc to all the

districts in the state of Kerala. A need was felt to drive more engagement and

collection for the Kerala Chief Minister’s Distress Relief Fund.

IdeaRocket was engaged to drive the Social Media Engagement for the same on 14th

August 2018.

Actions Taken:

1. Facebook Page created and launched on 15th August 2018.

2. Twitter Page was created and launched on 15th August 2018.

3. Google Ads Launched on 15th August 2018.

4. Approached corporate sponsors for further support (from 25th August)

A series of ads was released on Facebook to build awareness on the scale of the tragedy

and drive traffic to the CMDRF donation. Further, messages and communication from

individuals and associations were also managed.

The Ads, engagement are tabulated below.

Ad Thumbnail Ad Type Impressions From To

Promote To

Donation

Page

120760 15th

Aug

22nd

Aug



68



Promote To

Donation

Page

15254 15th

Aug

22nd

Aug

Post

Promotion

39785 15th

Aug

22nd

Aug

Promote To

Donation

Page

100135 16th

Aug

19th

Aug



69



Promote To

Donation

Page

100135 16th

Aug

19th

Aug

Post

Promotion

11569 16th

Aug

19th

Aug



70



Promote Page 44736 Post

21st Aug 21st

Aug

Promote Page 24051

Like

16th

Aug

19th

Aug

Post 9386

Promotion

18th

Aug

18th

Aug



71



Post

Promotion

33619 18th

Aug

19th

Aug

Promote To

Donation

Page

1202183 19th

Aug

25th

Aug

Promote To

Donation

Page

NRI

354727 19th

Aug

26th

Aug



72



CMDRF SBI

QR Code

Poster

Download

(Total 750 Downloads in a day)

78678 20th

Aug

21st

Aug

Promote To

Donation

Page

23219 24th

Aug

26th

Aug

Promote To Donation page

407468 26th

Aug

30th

Aug



73



Promote To

Donation

Page

262960 26th

Aug

30th

Aug

Reatargeting

Using eMail

80463 14th Oct 19th

Oct

Google Ads

Promote To

Donation

Page

46273 17th

Aug

24th

Aug

SPEND SUMMARY

Media Total Impressions

Total Spend in Rs.

Facebook 28,15,886 100841

Google 46273 20570

Equalization Levy On FB Spend

6050

Total 127461



74


CORPORATE OUTREACH INITAITVES

The outreach program involved reaching out to corporates and institutions and

requesting them to support CMDRF by enabling their customers to pay a small

amount on each transaction. The following corporates were engaged and they had

responded to our request as well.

1. RedBus

2. Flipkart

3. Myntra

4. Ola

5. Uber

6. Big Bazaar

7. BigBasket

8. Swiggy

The following banks had put up options for donation on their page. (Please note the

list is not exhaustive)

1. CITI Bank

2. ICICI

3. HDFC

4. Axis Bank

5. SBI

RESULTS & OUTCOMES

• The Social Media Outreach landed 1.4 Lakh unique users to donation page directly (30% of total donor count)

• For the first 10 days from 14th August Facebook ads served an average of 1.6 Lakh impressions against an average of 2.7 lakh visitors

• At its peak on 21st August Facebook ads reached 3.16 Lakh impressions.

• Social Media Engagement contributed to 32% of total visitor count

Google Analytics Insights

• Maximum donation on Aug 20th 2018 of Rs. 22.41 Crores

• Maximum donors on Aug 20th 2018 of 84170

• More involved donors coming in for support

• Average Donation Size Increased from Rs.3100 in first 10 days To Rs. 5500 in the first week of September

• A total of 44 lakh visitors landed on the portal from Aug 14 to Sept 9 2018

• At its peak on 21st August the site handled 5.72 Lakh visitors

• Organic traffic contributed to 68% of total visitor count



75


Email and SMS Campaign

Message Type Count Date

Payment Gateway attempted and failed

Dear well-wisher,

We noticed that your attempt to contribute to the Kerala CMDRF has failed due to some issues. We appreciate your effort, kindly re-initiate your donation to rebuild the lives of the people of Kerala. Let's unite together to rebuild God’s own country.

SMS 22,035 23 August 2018

Registered but not initiated Dear well-wisher We appreciate your effort to rebuild the lives of the people of Kerala. Please complete your payment and together let’s unite to rebuild God’s own country. Click on the link below to make donations to

Kerala CMDRF.

https://donation.cmdrf.kerala.gov.in/

SMS 1,49,895 23 August 2018

Technical slag Thank You for contributing to Kerala CMDRF. Due to some technical snags, we could not print the receipt of your transaction. We are happy to let you know that the issue has been resolved, click the link below to get your receipt.

SMS 17,277 5 September 2018

Download receipts Dear well-wisher, Thank you for contributing to Chief Minister’s Distress Relief Fund. We value your contribution most. You can download your transaction receipt, by sending “Hi” to our WhatsApp chat service, 88600600. Please keep your transaction details ready and initiate the chat or you can visit the link below to download

Email 99,374 3 October 2018

https://donation.cmdrf.kerala.gov.in/



76


Message Type Count Date

Receipt Thank you for contributing to the Kerala CMDRF. You can now download the receipt of your transaction, using the link given below. This receipt can be used for tax exemptions under section 80G of the Income Tax Act, 1961. << LINK>> We value your contribution

SMS 15,38,182 22 October 2018

SUMMARY

The Social Media Engagement for Kerala CMDRF ensured maximum visibility to people

and drove a huge engagement among Indians and ExPats alike. The real gravity of the

situation was presented to the people and their response was to provide not only

donations but words of encouragement and support.

Considering the gravity of the situation the Social Media Management and interventions

was done pro bono by IdeaRocket Solutions.



77


Annexure 5

Detailed profile of team members

Sl No

Name Designation Organization Email id LinkedIn

Design & Development

1 Dr. P.V Unnikrishnan Project Head C-DIT and K-DISC

[email protected]

https://www.linkedin.com/in/unnikrishnan-dr-potheri-vasudevan-b2763039/

2 Aneez M Programmer (HoD)

C-DIT [email protected]

https://www.linkedin.com/in/aneez-m-9b50a3a4/

3 Mahesh VR Senior Software Engineer


https://www.linkedin.com/in/maheshvr2015/

4 Aiby Mohandas Project Manager


www.linkedin.com/in/aiby

5 Sunil S Technical Officer Grade I


https://www.linkedin.com/in/sunil-s-clappana-370045162/

6 Asha RS Programmer C-DIT [email protected]

https://www.linkedin.com/in/asha-rs-a151811a/

7 Lijumon R Programmer C-DIT [email protected]

https://www.linkedin.com/in/lijumon-r-9809711498/

8 Abhi Krishnan R Web Designer C-DIT [email protected]

https://www.linkedin.com/in/abhikrishnanr/

Infrastructure and testing

1 Shibu Manikkoth Programmer C-DIT [email protected]

https://www.linkedin.com/in/shibu-m-26965845/

2 Arun Nadh System Administrator


https://www.linkedin.com/in/arun-nadh-8a69499b/

3 Anu Sivarajan Software Test Engineer


https://www.linkedin.com/in/anu-raj-70184086/

Content, Communication Statistics

1 K Manoj Kumar Consultant [email protected]

https://www.linkedin.com/in/manoj-kumar-93607325/

2 Nandasoonu M A Asst. Statistician cum Data analyst


https://www.linkedin.com/in/nandasoonu-m-a-











http://www.linkedin.com/in/aiby

http://www.linkedin.com/in/aiby
























https://www.linkedin.com/in/nandasoonu-m-a-57b181167/?originalSubdomain=in





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57b181167/?originalSubdomain=in

3 Surendran Pillai P Consultant, (cmo/cmdrf)


https://www.linkedin.com/in/surendran-pillai-76763a89/

4 Sandheep Sudarsanan

Content Developer


https://www.linkedin.com/in/sandheep-sudarsanan/

5 Anuja V Nair Content Developer


6 Kathu Lukose Content Developer


7 Sudheer PY Sr. Designer C-DIT [email protected]

8 Shajith RB Graphic Designer


Implementation and Support

1 Sindu Thankappan Programmer C-DIT [email protected]

https://www.linkedin.com/in/sindu-thankappan-19b02936/

2 Sreejith AK Programmer C-DIT [email protected]

https://www.linkedin.com/in/sreejith-a-k-2735a721/

3 Jayadathan S Technical Support


https://www.linkedin.com/in/jayadathan-s-820423174/

4 Dilsha S Technical Manager

CMO Straight Forward

[email protected] https://www.linkedin.com/in/dilsha-s-4a508037/

5 Sujith M Technical Officer

CMO Straight Forward

[email protected]

https://www.linkedin.com/in/sujith-m-74612556/

6 Sreejith S Project assistant C-DIT [email protected]

https://www.linkedin.com/in/sreejith-suresh-5a575941/

7 Aju S Nair

Senior Hardware Engineer


https://www.linkedin.com/in/ajunair/

Corporate Management

1 Jayaraj G Registrar C-DIT [email protected]

https://www.linkedin.com/in/jayaraj-gopalakrishnan-84936517/

2 Shaji A Consultant C-DIT [email protected]

https://www.linkedin.com/in/anand-shaji-59191a16/



















https://www.linkedin.com/in/dilsha-s-4a508037/




















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3 Biju SB

HOD Web Service

C-DIT [email protected] https://www.linkedin.com/in/biju-sb-13572242/

4 Jeena K Subash HOD System Integration Division


https://www.linkedin.com/in/jeena-k-subhash-49b07218/

External Contributors

1 Manoj Abraham - IPS Inspector General of Police, TVPM Range & Nodal officer Cyberdome

Police - Home Department

[email protected] ; [email protected]

https://www.linkedin.com/in/manoj-abraham/

2 Yair Baurtov VP - Cyber proof UST Global

UST Global [email protected]

https://www.linkedin.com/in/yair-bar-touv-19bb426/

3 Girish K Business Development

UST Global [email protected]

4 Krishna Kopalle Founder - Director

DigitalInterakt

[email protected]

https://www.linkedin.com/in/krishnakopalle/

5 Nagaraju Alluri Solution consultant

DigitalInterakt

[email protected]

https://www.linkedin.com/in/nagaraju-alluri-38402798/

6 Kiran Kumar Akunuri Implementation Specialist

DigitalInterakt

[email protected]

https://www.linkedin.com/in/kiran-akunuri-29bbb7147

7 Hitesh pothukuchi Implementation Specialist

DigitalInterakt [email protected]

https://www.linkedin.com/in/hitesh-pothukuchi-ba957560

8 Javier Mata CEO Yalochat [email protected]

https://www.linkedin.com/in/javier-mata-86765427/

9 Deepak Ravindran Founder- Pirate Fund

Yalochat [email protected] https://www.linkedin.com/in/deepakravindrn/

10 Fred Allen VP Engineering Yalochat [email protected]

https://www.linkedin.com/in/edwinalenz/

11 Mahesh Govind Founder (Blockchain Startup)

Digiledge [email protected]

https://www.linkedin.com/in/mahesh-govind/

12 S. Balasubramanian CEO IdeaRocket [email protected]

https://www.linkedin.com/in/bsubramanian/?originalSubdomain=in

https://www.linkedin.com/in/biju-sb-13572242/



























https://www.linkedin.com/in/deepakravindrn/














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13 B R B Puthran Founder IdeaRocket [email protected]

https://www.linkedin.com/in/b-r-b-puthran-1207198/

14 Alan Jose CEO Imtell [email protected] https://www.linkedin.com/in/alan-jose-24625945/

15 Nageena Vijayan Director Imtell [email protected] https://www.linkedin.com/in/nageena-vijayan/

16 Sachin Gracious CEO Computing Freedom Collective Pvt. Ltd

[email protected]

https://www.linkedin.com/in/sachin-gracious-a1952a62/

17 Roy V Mathew Managing Director

Stark Communication Ltd

[email protected]

https://www.linkedin.com/in/roy-mathew-1b33902b/

18 Thomas George Associate Director

Stark Communication Ltd

[email protected]

https://www.linkedin.com/in/thomas-george-77762714/

19 Deepak George CEO Thought Ripples

[email protected]

https://www.linkedin.com/in/deepakcgeorge/

20 Rajesh Balan Project Manager

OrisysIndia [email protected]

https://www.linkedin.com/in/rajeshbalan

21 Biju Dominic CEO Final Mile [email protected]

https://www.linkedin.com/in/biju-dominic-5a08764/




https://www.linkedin.com/in/alan-jose-24625945/



https://www.linkedin.com/in/nageena-vijayan/




















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