Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund i
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
Centre for Development and Imaging Technology (C-DIT) V 7.0 Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund ii
Centre for Development and Imaging Technology (C-DIT) V 7.0 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 CM’s IT fellows, Shri Seeram Sambasiva Rao, Director Kerala State IT Mission, Shri
Centre for Development and Imaging Technology (C-DIT) V 7.0 Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund iv
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.
I would also like to specially thank Shri Manoj Abraham IPS, Inspector General of Police and Nodal Officer Cyberdome for the proactive support provided by the Cyberdome in building up cyber security for the portal.
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 Shibu M, Shri Arun Nadh, 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.
Centre for Development and Imaging Technology (C-DIT) V 7.0 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
Centre for Development and Imaging Technology (C-DIT) V 7.0 Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund vi
Centre for Development and Imaging Technology (C-DIT) V 7.0 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 Distribution of payments across bank by channel Table 4 20 of payment till 30th September 2018 Table 5 Details of email and SMS campaign 24 Table 6 Campaign Channel Responses 24 Distribution of social media campaign results Table 7 26 week wise Cloud server configuration established for Table 8 38 donation portal
Centre for Development and Imaging Technology (C-DIT) V 7.0 Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund viii
Centre for Development and Imaging Technology (C-DIT) V 7.0 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 Features of the cyber security information and event Figure 4 7 management system Figure 5 Blockchaining transactions 8 Distribution of cumulative count of transactions Figure 6 16 across banks Distribution of cumulative amount across banks Figure 7 16 across weeks Distribution of total transactions and collections in Figure 8 17 tens of thousands across banks Distribution of proportion of transaction volume and Figure 9 21 count across slabs Figure 10 Average value across transaction class in lakhs 22 Day wise collection in lakhs of rupees starting 14th Figure 11 22 August 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 Audience had liking facebook page wise distribution Figure 22 29 of visitors Figure 23 Frequency of activities by the audience on facebook 30
Figure 24 Distribution of device preference wise visitors 30
Centre for Development and Imaging Technology (C-DIT) V 7.0 Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund x
Distribution of audience on the portal during August Figure 25 31 14 to September 21st based on google analytics 68% of the traffic to the portal was organic; that Figure 26 indicating that campaigns promoting the URL made 31 an impact Block schematic of managed security services for Figure 27 33 CMDRF donation portal Figure 28 Data flow diagram of security services 33
Figure 29 Screenshots of SIEM on incidents identified 35
Figure 30 AWS infrastructure 39 Variation in server connection time as recorded by Figure 31 40 the webserver
Centre for Development and Imaging Technology (C-DIT) V 7.0 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 Block in Media in Security & in in in Banking Chain, AI & Campaign & Hosting Technology Communication Other Support Marketing
Computing Freedom Collective Pvt. Ltd
Centre for Development and Imaging Technology (C-DIT) V 7.0 Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund xii
Centre for Development and Imaging Technology (C-DIT) V 7.0 Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund xiii
E. TEAM MEMBERS Sl Name Designation Organization No 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 M 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 Asst. Statistician cum Data 2 Nandasoonu M A C-DIT analyst 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
Centre for Development and Imaging Technology (C-DIT) V 7.0 Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund xiv
Sl Name Designation Organization No 4 Jeena K Subash HOD System Integration Division C-DIT VI. External Contributors IGP – Tvm Range & Nodal Police - Home 1 Shri Manoj Abraham - IPS officer Cyberdome Department 2 Yair Baurtov VP - Cyber proof UST Global UST Global 3 Girish K Business Development UST Global Program Manager, Market Oracle Corporation 4 Rajiv Mathew Connect (JAPAC) 5 Arun Kumar Nagendra Rao Business Manager Oracle India 6 Krishna Kopalle Founder - Director DigitalInterakt 7 Nagaraju Alluri Solution consultant DigitalInterakt 8 Kiran Kumar Akunuri Implementation Specialist DigitalInterakt 9 Hitesh pothukuchi Implementation Specialist DigitalInterakt 10 Chetan Kumar Strategic Partner WhatsApp Inc. 11 Javier Mata CEO Yalochat 12 Deepak Ravindran Founder- Pirate Fund Yalochat 13 Fred Allen VP Engineering Yalochat 14 Mahesh Govind Founder (Blockchain Startup) Digiledge 15 S. Balasubramanian CEO IdeaRocket 16 B R B Puthran Founder IdeaRocket 17 Ahammed Nasik Digital Strategist Imtell 18 Nageena Vijayan Director Imtell Computing Freedom 19 Sachin Gracious CEO Collective Pvt. Ltd Stark 20 Roy V Mathew Managing Director Communications Stark 21 Thomas George Associate Director Communications 22 Deepak George CEO Thought Ripples 23 Rajesh Balan Project Manager OrisysIndia 24 Biju Dominic CEO Final Mile
Centre for Development and Imaging Technology (C-DIT) V 7.0 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
Centre for Development and Imaging Technology (C-DIT) V 7.0 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
Centre for Development and Imaging Technology (C-DIT) V 7.0 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
Centre for Development and Imaging Technology (C-DIT) V 7.0 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
Centre for Development and Imaging Technology (C-DIT) V 7.0 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.
Centre for Development and Imaging Technology (C-DIT) V 7.0 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.
Centre for Development and Imaging Technology (C-DIT) V 7.0 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.
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Centre for Development and Imaging Technology (C-DIT) V 7.0 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.
Centre for Development and Imaging Technology (C-DIT) V 7.0
Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund 2
2.1 Illustrative timing of project activities till date
Figure 1 Illustrative timing of project activities till date
60
50
40
30
20
10
0
PayTm UPI Activation PayTm
Google Ads launching Ads Google
Integration with Stripe Integration
Facebook page creation page Facebook
IDBI Bank UPI Activation UPI IDBIBank
CSB Gateway Integration Gateway CSB
Blockchain for donors list for Blockchain donors
Airtel Payments Gateway… Airtel
Kotak Mahindra Gateway… KotakMahindra
ICICI Gateway Integration ICICIGateway
Application for integrating… for Application
HDFC Gateway Integration Gateway HDFC
South Indian Bank Gateway… Bank Indian South
WAF integrated with Qradar… with WAFintegrated
SSL Certificate Integrated for… Integrated Certificate SSL
Application moved to Amazon… to moved Application
RazorPay Gateway Integration RazorPayGateway
Responsys integration for SMS Responsys
Responsys integration for Mail Responsys
Axis Bank Integration Axis Gateway
Dhanlaxmi Bank UPI Activation UPI DhanlaxmiBank
WhatsApp response WhatsApp circulating…
Initialdevelopment and testing
Integration with crowdsourcing… Integration
Federal Bank Payment Gateway… Payment Bank Federal
Statistics of Online Donations in… Online Statisticsof
Behavioural Architecture Design… Architecture Behavioural
Grievance Option for Registering… Option for Grievance
Corporate Sponsorship Campaign Sponsorship Corporate
State Bank of IndiaUPI Activation of Bank State Integration BankGateway Federal
Group Donation Facility for Norka… Facility for GroupDonation
Andhra Bank Gateway Integration Gateway AndhraBank
State Bank Of India - International… - Of Bank State India
Receipt Printing Portal for printing… Printing Receipt Indian Overseas Bank UPI Activation UPI Bank Overseas Indian 1 2 3 4 5 6 7 8 9 101112131415161718192021222324252627282930313233343536373839404142434445464748495051525354555657585960616263646566676869707172
Centre for Development and Imaging Technology (C-DIT) V 7.0 Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund 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
Centre for Development and Imaging Technology (C-DIT) V 7.0 Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund 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
Cyber Security Information and Event Management System Digitisation Content System
SOC WAF Bank Scrolls monitor, update Cloud watch Portal and Registration Direct Non Payment Through Collectorate Grievance Gateway Services Through FD Redressal Through CMO Payment Gateway CRM
Bank CBS, MIS and Operation systems payment clearance WhatsApp include audit and including cross border Campaign reconciliatio Block Chainising Payments all transactions
WhatsApp BOT
Block Chained donor list Print Receipts Services
Salary Challenge Services Social media Responsys analytics Dash Board
NRI Services
History of Social Media E-mail SMS Transactions Exchange house Services
DMP SRM
Support Services for cross Big data based Targeting and Retargeting Statistics boundary transaction
Centre for Development and Imaging Technology (C-DIT) V 7.0 Reminiscences on implementation from the war-room – The donation platform for Chief Minister’s Distress Relief Fund 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.
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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
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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
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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.
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3.3 Gateways integrated Table 1 - Details of gateways integrated Request Parameters Response Parameters Integration Info
Id
Gateway
MID Key Don Id Txn Id Amount Email Mobile RefNo SUrl Furl Opt Var User Pass TxnId Date Email Amount RefNo Mode Name Status Opt Var
10 API POST (Encrypted) Worldline
API POST (Encrypted) FedPay API POST (Encrypted)
API POST (Encrypted)
, API POST (Encrypted) PayU
API POST (Encrypted) CCAVENUE
API POST (Encrypted) CCAVENUE
API POST (Encrypted) 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
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Request Parameters Response Parameters Integration Info
Id
Gateway
MID Key Don Id Txn Id Amount Email Mobile RefNo SUrl Furl Opt Var User Pass TxnId Date Email Amount RefNo Mode Name Status Opt Var
API POST (Encrypted) PayU
API POST (Encrypted) Easy Pay
API POST (Encrypted) Worldline
API POST (Encrypted)
API POST (Encrypted) Worldline
API POST (Encrypted) Bill Desk
API POST (Encrypted) Bill Desk
API POST (Encrypted) 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
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Table 2 : Details of services from the payment gateway Payment Gateways Payment Gateway Channels
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 Bassien Catholic Cooperative 10 Bank 11 Canara Bank 12 Catholic Syrian Bank 13 Central Bank of India
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Payment Gateways Payment Gateway Channels
14 City Union Bank 15 Corporation Bank 16 Cosmos Bank Cosmos Bank Retail 17 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 Janata Sahakari Bank Ltd. 34 Pune
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Payment Gateways Payment Gateway Channels
35 Kalyan janata sahakari bank 36 Karnataka Bank 37 Karur Vysya Bank 38 Kotak Mahindra Bank 39 Lakshmi Vilas Bank Mehsana Urban Co. Op. Bank 40 Ltd 41 NKGSB Bank 42 Oriental Bank of Commerce Punjab and Maharashtra 43 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 Suryoday Small Finance 53 Bank-Retail Suryoday Small Finance 54 Bank-Domestic
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Payment Gateways Payment Gateway Channels
55 SVC – Retail 56 Syndicate Bank Tamilnad Mercantile Bank 57 Limited 58 Tamilnadu state coop bank 59 Thane Bharat Sahakari Bank The kalupur commercial 60 bank 61 TJSB sahakari bank 62 TNSC Bank 63 UCO Bank 64 Union Bank of India 65 United Bank of India Varaccha cooperative bank 66 ltd 67 Vijaya Bank 68 Yes Bank
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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.
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3.4 Transactions across banks
Figure 6: Distribution of cumulative count of transactions across banks
180050 160050 140050 120050 100050 80050 60050 40050 20050 50
W1 W2 W3 W4 W5 W6 W7 W8 W9
Figure 7: Distribution of cumulative amount across banks across weeks 70.00 60.00 50.00 40.00 30.00 20.00 10.00 0.00 -10.00
W1 W2 W3 W4 W5 W6 W7 W8 W9
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.
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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.
Figure 8: Distribution of total transactions and collections in tens of thousands across banks
CCount CAmtTT 1 Airtel Payments 19 State Bank of… 2 Andhra Bank 18 State Bank of India 3 Axis Bank
17 South Indian… 4 Canara Bank
16 South Indian Bank 5 CSB
15 RazorPay 6 Dhanlaxmi Bank
14 Punjab National Bank 7 Federal Bank
13 PayU 8 HDFC
12 Kotak Mahindra 9 ICICI 11 Indian Overseas Bank 10 IDBI Bank
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.
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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.
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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, 1,2,3,4,5,6, 1,2,3,5 1,2,3,5, 1,2,3,4,5, 1,2,3,10, 1,2,3,4,5, 1,2,3,10,
13,15 8,10,13,15 ,6,9,10 6,9,10 6,10,13,15 13 6,10,13,15 13
1,2,3,4,9, 1,2,3,4,9, 1,2,3,4,5,6, 1,2,3,5,6, 1,2,3,5,6, 1,2,3,9,10, 1,2,3,9, 1,2,3,9,10 10 10 9,10 9,10 10,13,14 13,14,15 10
1,2,3,4, 1,2,3,4, 1,2,3,4,5,6, 1,2,3,5,6, 1,2,3,5,6, 1,2,5,10, 1,2,3,10, 1,2,3,10, 1,2,3,5, 1,2,3,10 10,14 10,14 10,15 9,10 9,10 14,15 16 16 6,10
1,2,3,4, 1,2,3,5,6, 1,2,3,5,6, 1,2,3,4, 1,2,3,4,10 1,2,3,10 10 9,10 9,10 10
1,2,3,4, 1,2,3,4,5, 1,2,3,4,6, 1,2,3,9,10 1,2,3,10 1,2,3,10,16 9,10 9,10 10
1,2,3,4, 1,2,3,4,5,6, 1,2,3,4,6, 1,2,3,6, 1,2,3,4,5,
10,14 10,15 8,10 8,10 6,10,15
1,2,3,10 1,2,3,10,16
1,2,3,4, 1,2,3,4, 1,2,3,10 1,2,3,10,16 10,14 9,10
1,2,3,5, 1,2,3,5, 1,2,3,5,
6,10 6,10 6,10
1,2,3,10, 1,2,3,4,5,6,
15 10,14,16
1,2,5,10, 1,2,3,4,10, 1,2,3,4,10, 1,2,3,4,10 1,2,3,4,10 1,2,3,6,10 14,15 14,15,16 14,15,16
1,2,3,4,9,10 1,2,3,10 1,2,3,10,16
1,2,3,4, 1,2,3,4,9, 1,2,3,4, 1,2,3,4,5, 1,2,3,4,5, 1,2,3,4,5, 1,2,3,4,5, 1,2,3,4,5, 5,6,10, 10,14,15 10,14,15 6,10,14,15 10 10,14 10,14,15,16 10,14,15,16 15 1,2,3,4, 1,2,3,4, 1,2,3,4, 1,2,3,4,5,6, 1,2,3,4, 1,2,3,4,5, 5,6,10, 5,10, 5,6,10, 10,14,15 5,10,14,15 10,14,15 14,15 14,15 14,15
LEGEND OF DATASETS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Date Trn. Amount Name Mobile Email UID PAN Ref Payment_ Portal_ Domestic_ Tran_ IFSC Acc. No. Chq/DD Id Mode Trn._ID International particulars Code UID-Unique Identifier, Portal Trn Id- Portal Transaction Id was the set by donation portal at the time of payment gateway selection.
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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.
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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.
Figure 9: Distribution of proportion of transaction volume and count across slabs 50.00
40.00
30.00
20.00
10.00
0.00
-10.00
Count Collection
14 The State Bank of India might have combined several cheques in a single transaction which might create an error in analysis.
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Figure 10: Average value across transaction class in lakhs
7000.00
6000.00
5000.00
4000.00
3000.00
2000.00
1000.00
0.00
Figure 11 : Daywise collection in lakhs of rupees starting 14 August
20000
15000
10000
5000
0 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
Day Amount in Lakhs
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.
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Figure 12: Week wise distribution of CMDRF collections 40000
35000
30000
25000
20000
15000
10000
5000
0 1 2 3 4 5 6 7 8
Week Amount in Lakhs
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
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campaign performance. The following email and SMS campaign were initiated. (See table 5). Table 5: Details of email and SMS campaign Sl WhatsApp Campaign Email SMS No notification 1 Inviting customers who have - 221,994 - visited site but not paid 2 Re-inviting customers who could - 19,138 - not make payment because of technical snags 3 Receipts to person who have 3466 made requests for receipts using WhatsApp BOT or web application 4 Download receipt option to 10,48,073 Customers who have made the contribution 5 Receipts for persons who have - 1,653,467 - made payments but have not requested for receipts 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.
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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
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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 2 1580129 46273 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 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%).
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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).
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Figure 19
Figure 20
Top cities were Dubai, Doha followed by Bangalore, Riyadh, Abudhabi and Kuwait (See figure 21).
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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
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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
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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
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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.
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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 AWS Cloudtrail AWS LB and Audit logs Balancer AWS S3 Bucket
WAF Alerts AWS AWS WAF Lum bda Function
AWS Kerala AWSKerala CloudWatch Environment
Pulling Logs Qradar Storage Qradar Qradar Pulling Offences Data
Console Processor Collector
CyberProof MSSP QRadar
CDC Pulling Offences
Platform
CDC Platform
TRV Tier IST Tier
1-2 3-5 SOC TeamsSOC CyberProof
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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.
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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
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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
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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.
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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 20-08-2018 15-09-2018 RAM 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 1 2 vCPU, 8 GB RAM 11-09-2018 Till date with SQL server 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
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Figure 30: AWS infrastructure
Cloud Front
WAF
ELB
VPC
Web Server
6
5
4
3
2 1
VMs 6 VMs
16 Database 15
14 Server
2 1
16 VMs VMs
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.
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Figure 31: Variation in server connection time as recorded by the webserver
Server Connection Time (ms) 40000000 35000000 30000000 25000000 20000000
15000000 Server Connection Time (ms) 10000000 5000000
0
20180904 20180817 20180820 20180823 20180826 20180829 20180901 20180907 20180910 20180913 20180916 20180919 20180922 20180925 20180928 20180814
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
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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
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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.
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ANNEXURES
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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
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CMDRF- A gist of Business Process Re-Engineering
Activity Pre Existed System Current System Application Manual application Online application Submission through Submission submitted physically to multiple channels. Standardized distress the concerned office category and subject classification done. Disbursement Fund Transferred to the Direct treasury Integration with the of Relief District Collectors from application, has made available enhanced the Finance Department DBT to the beneficiary accounts for all for all the approved approved cases. cases, which in turn is transferred to the concerned Taluk Offices. Finally cheque is issued to the beneficiaries physically. Integration Non-existent Integrated through API with other with other data departments sets and Aadhar Authentication – UIDAI, departments Ration Card Data base - Civil Supplies for more Department, effective Treasury payments -Treasury decision and Department, delivery Death Certificate - Civil Registration System Medical Certificate - Health Department Pendency Non-existent Automated pendency alerts to the higher- Alerts level officials on pendency escalation Real time Non-existent Centralized monitoring of peers through reviews Video Conferencing Special cell at Non-existent An apex cell closely monitoring and CMs office for intervening for speedy and just disposal monitoring
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
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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
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Theme wise distribution of Category wise distribution of CMDRF applications 2018 CMDRF applications 2018
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
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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.]
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Annexure 2 Profile for digital marketing generated using Oracle DMP
Potential target for digital marketing by agegroup 60000
50000
40000
30000 Visitors Target in ten thousands 20000
10000
0 Ages 18- Ages 21- Ages 30- Ages 40- Ages 50- Ages 65 20 29 39 49 64 and Older
Potential Target for digital marketing by Household Income Class
90000 80000 70000 60000 50000 40000 30000 Visitors 20000 Target in ten thousands 10000 0
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Potential Target for Digital Marketing by Industries and Occupation Classification 100000 90000 80000 70000 60000 50000 40000
30000 Visitors 20000 Target in ten thousands 10000 0
Potential target for digital marketting by past purchases made 180000 160000 140000 120000 100000 80000 60000 40000 Visitors 20000
0 Target in ten thousands
Gifts
Autos
Leisure
Regular
Organic
Beverages
BabyFood
Computers
Restaurants
Vitamins& Dietary…
Family Restaurants
AutomotiveParts &…
SportsEquipment &…
ConsumerPackaged…
Coffee,Tea Cocoa & RVs,Campers &Trailers Snacks,Cookies Candy &
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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% 34062 Ages 30-39 Demographics -> Age 13800 170462400 $0.60 -44% 34063 Ages 40-49 Demographics -> Age 17400 178998000 $0.60 -33% 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 131100 862114800 $0.60 0% Composition (Household) -> Children in Household (Kids) 5814 HHI: $0-$14,999 Demographics -> Financial 10500 259535700 $0.60 -77% Attributes -> Estimated Household Income (USD) 71 HHI: $15,000-$19,999 Demographics -> Financial 7200 78157200 $0.60 -47% Attributes -> Estimated Household Income (USD) 68 HHI: $20,000-$29,999 Demographics -> Financial 16200 158694000 $0.60 -41% Attributes -> Estimated Household Income (USD) 69 HHI: $30,000-$39,999 Demographics -> Financial 20700 160950600 $0.60 -26% Attributes -> Estimated Household Income (USD) 70 HHI: $40,000-$49,999 Demographics -> Financial 22800 207278400 $0.60 -36% Attributes -> Estimated Household Income (USD) 5731 HHI: $50,000-$59,999 Demographics -> Financial 25500 186335400 $0.60 -21% Attributes -> Estimated Household Income (USD) 5732 HHI: $60,000-$74,999 Demographics -> Financial 78600 270801900 $0.60 68% Attributes -> Estimated Household Income (USD) 5733 HHI: $75,000-$99,999 Demographics -> Financial 88200 454188000 $0.60 12% Attributes -> Estimated Household Income (USD) 5734 HHI: $100,000-$124,999* Demographics -> Financial 40500 244763700 $0.60 -4% Attributes -> Estimated Household Income (USD) -> HHI: Greater than $100,000 5735 HHI: $125,000-$149,999* Demographics -> Financial 36900 181467000 $0.60 18% Attributes -> Estimated Household Income (USD) -> HHI: Greater than $100,000 -> HHI: Greater than $125,000 5736 HHI: $150,000-$199,999* Demographics -> Financial 57300 179085000 $0.60 85% Attributes -> Estimated Household Income (USD) -> HHI: Greater than $100,000 -> HHI: Greater than $125,000 5737 HHI: $200,000-$249,999* Demographics -> Financial 26700 100062300 $0.60 54% Attributes -> Estimated Household Income (USD) -> HHI: Greater than $100,000 -> HHI: Greater than $125,000 26381 HHI: Greater than $250,000* Demographics -> Financial 43500 263224500 $0.60 -4% Attributes -> Estimated Household Income (USD) -> HHI: Greater than $100,000 -> HHI: Greater than $125,000 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%
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ID Category Name Category Path Visitors Volume CPM Relative Index 22605 Consumer Packaged Goods (CPG) In-Market 3000 55780200 $1.12 -68%
22653 Food and Beverages In-Market -> Consumer Packaged 3000 33243900 $1.12 0% Goods (CPG) 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 -> 15300 108731100 $1.42 -49% Products 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 47700 388015800 $1.42 -1% Packaged Goods (CPG) 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 71400 244787400 $1.42 198% Products & Services 75581 Restaurants Past Purchases -> Services 68700 236926800 $1.42 196% 104073 Cosmetics Past Purchases -> Consumer 103500 358638000 $1.42 195% Packaged Goods (CPG) -> Health & Beauty -> Beauty 104065 Special Types Past Purchases -> Consumer 44400 160627200 $1.42 182% Packaged Goods (CPG) -> Food & Beverages 104071 Baby Food Past Purchases -> Consumer 43500 167424900 $1.42 165% Packaged Goods (CPG) -> Baby Care 44100 Hair Care Past Purchases -> Consumer 62700 275308200 $1.42 133% Packaged Goods (CPG) -> Health & Beauty -> Beauty 44069 Beauty Past Purchases -> Consumer 111600 642408300 $1.42 77% Packaged Goods (CPG) -> Health & Beauty 44141 RVs, Campers & Trailers Past Purchases -> Other Vehicles 4200 31530600 $1.42 36% 44067 Health Past Purchases -> Consumer 98700 793593600 $1.42 27% Packaged Goods (CPG) -> Health & Beauty 104055 Coffee Past Purchases -> Consumer 60300 500806200 $1.42 23% Packaged Goods (CPG) -> Food & Beverages -> Beverages -> Coffee, Tea & Cocoa 104052 Coffee, Tea & Cocoa Past Purchases -> Consumer 60300 529847700 $1.42 16% Packaged Goods (CPG) -> Food & Beverages -> Beverages 44063 Health & Beauty Past Purchases -> Consumer 123300 1129327800 $1.42 12% Packaged Goods (CPG) 123738 Credit Cards Past Purchases -> Financial 66900 623391900 $1.42 10% Products & Services 104049 Beverages Past Purchases -> Consumer 113400 1164245100 $1.42 -1% Packaged Goods (CPG) -> Food & Beverages
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ID Category Name Category Path Visitors Volume CPM Relative Index 44099 Soda Past Purchases -> Consumer 80700 841899000 $1.42 -2% Packaged Goods (CPG) -> Food & Beverages -> Beverages 104045 Pet Supplies Past Purchases -> Consumer 75900 797386200 $1.42 -3% Packaged Goods (CPG) 104066 Organic Past Purchases -> Consumer 3600 37893900 $1.42 -3% Packaged Goods (CPG) -> Food & Beverages -> Special Types 75578 Financial Products & Services Past Purchases 80400 897540600 $1.42 -9% 104064 Household Supplies Past Purchases -> Consumer 91800 1045451100 $1.42 -10% Packaged Goods (CPG)
75329 Family Restaurants Past Purchases -> Services -> 8100 92673000 $1.42 -11% Restaurants 44078 Food & Beverages Past Purchases -> Consumer 133800 1532942400 $1.42 -11% Packaged Goods (CPG) 104047 Cat Food & Supplies Past Purchases -> Consumer 41400 478049700 $1.42 -12% Packaged Goods (CPG) -> Pet Supplies 43878 Consumer Packaged Goods (CPG) Past Purchases 140100 1637776800 $1.42 -13% 104081 Frozen Foods Past Purchases -> Consumer 86700 1076436000 $1.42 -18% Packaged Goods (CPG) -> Food & Beverages 104043 Breakfast & Cereals Past Purchases -> Consumer 53400 704446800 $1.42 -23% Packaged Goods (CPG) -> Food & Beverages 44106 Snacks, Cookies & Candy Past Purchases -> Consumer 86700 1148963100 $1.42 -23% Packaged Goods (CPG) -> Food & Beverages 75320 Luxury Cars Past Purchases -> Autos -> 25200 369117000 $1.42 -30% Classes 104046 Dog Food & Supplies Past Purchases -> Consumer 34500 526706700 $1.42 -33% Packaged Goods (CPG) -> Pet Supplies 43877 Autos Past Purchases 81000 1259717400 $1.42 -34% 104079 Vitamins Past Purchases -> Consumer 18000 286087500 $1.42 -36% Packaged Goods (CPG) -> Health & Beauty -> Health -> Vitamins & Dietary Supplements 104056 Diet Past Purchases -> Consumer 17700 303854100 $1.42 -41% Packaged Goods (CPG) -> Food & Beverages -> Beverages -> Soda 44068 Vitamins & Dietary Supplements Past Purchases -> Consumer 18000 312028500 $1.42 -41% Packaged Goods (CPG) -> Health & Beauty -> Health 43879 Other Vehicles Past Purchases 7800 141106500 $1.42 -44% 36386 Trucks Past Purchases -> Autos -> 20100 396376500 $1.42 -48% Classes 104057 Regular Past Purchases -> Consumer 19800 630280800 $1.42 -68% Packaged Goods (CPG) -> Food & Beverages -> Beverages -> Soda 104080 Energy & Sports Drinks Past Purchases -> Consumer 9600 500372400 $1.42 -80% Packaged Goods (CPG) -> Food & Beverages -> Beverages 121531 Internet Service Provider (ISP) Past Purchases -> Services -> 4200 302452500 $1.42 -86% Telecommunications (Telco) 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 19500 92929200 $2.50 52% Purchases -> Technology 569565 Sustainability/Green Enterprise Business (B2B) -> Company Past 8100 44520900 $2.50 32% Purchases -> Technology 569520 Business Process Management Business (B2B) -> Company Past 20100 123463500 $2.50 18% (BPM) Purchases -> Technology 569525 Construction Business (B2B) -> Company Past 14400 88974000 $2.50 17% Purchases -> Technology
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ID Category Name Category Path Visitors Volume CPM Relative Index 569551 Mobile Technologies Business (B2B) -> Company Past 23400 144933600 $2.50 17% Purchases -> Technology 569541 Legal and Professional Services Business (B2B) -> Company Past 20400 131602200 $2.50 12% Management Purchases -> Technology 569523 Commerce Business (B2B) -> Company Past 21600 140593800 $2.50 11% Purchases -> Technology 569550 Medical Business (B2B) -> Company Past 19200 127165500 $2.50 10% Purchases -> Technology 569519 Business Intelligence Business (B2B) -> Company Past 23400 159366600 $2.50 7% Purchases -> Technology 569518 Academic & Education Business (B2B) -> Company Past 17400 120410700 $2.50 5% Management Software Purchases -> Technology 569535 Financial Analytical Applications Business (B2B) -> Company Past 22800 160285500 $2.50 3% Purchases -> Technology 569524 Communications Technologies Business (B2B) -> Company Past 27600 194763600 $2.50 3% Purchases -> Technology 569522 Collaboration Business (B2B) -> Company Past 24600 174851400 $2.50 2% Purchases -> Technology 569557 Project Management Business (B2B) -> Company Past 19500 139221000 $2.50 2% Purchases -> Technology 569555 Procurement Business (B2B) -> Company Past 11100 79537800 $2.50 1% Purchases -> Technology 569534 Enterprise Resource Planning Business (B2B) -> Company Past 21000 151352700 $2.50 1% (ERP) Purchases -> Technology 569564 Supply Chain Management (SCM) Business (B2B) -> Company Past 14700 106119900 $2.50 1% Purchases -> Technology 569566 System Analytics & Monitoring Business (B2B) -> Company Past 21600 156693000 $2.50 0% Purchases -> Technology 569528 Database Management Software Business (B2B) -> Company Past 25500 185757000 $2.50 0% Purchases -> Technology 569540 IT Governance Business (B2B) -> Company Past 23400 170551800 $2.50 0% Purchases -> Technology 569526 Customer Relationship Business (B2B) -> Company Past 22200 162131100 $2.50 -1% Management Purchases -> Technology 569531 Enterprise Business Solutions Business (B2B) -> Company Past 23100 169115400 $2.50 -1% (EBS) Purchases -> Technology 569536 Hardware (Basic) Business (B2B) -> Company Past 24000 176536200 $2.50 -1% Purchases -> Technology 569532 Enterprise Content Business (B2B) -> Company Past 25500 187710600 $2.50 -1% Purchases -> Technology 569552 Network Computing Business (B2B) -> Company Past 28800 214393800 $2.50 -3% Purchases -> Technology 569542 Manufacturing/Engineering Business (B2B) -> Company Past 12900 96198000 $2.50 -3% Purchases -> Technology 569567 System Security Services Business (B2B) -> Company Past 24300 181285800 $2.50 -3% Purchases -> Technology 569537 HR Management Systems Business (B2B) -> Company Past 21900 163851900 $2.50 -3% (HRMS)/Human Capital Purchases -> Technology Management (HCM) 569521 Cloud Infrastructure Computing Business (B2B) -> Company Past 24900 188130600 $2.50 -4% Purchases -> Technology 569569 Visualization Software Business (B2B) -> Company Past 24900 188213700 $2.50 -4% Purchases -> Technology 569538 Infrastructure as a Service (IaaS) Business (B2B) -> Company Past 24300 186518400 $2.50 -5% Purchases -> Technology 569562 Software (Basic) Business (B2B) -> Company Past 29700 228347400 $2.50 -6% Purchases -> Technology 569547 Marketing Performance Business (B2B) -> Company Past 25200 196182300 $2.50 -7% Measurement Purchases -> Technology 569556 Productivity Solutions Business (B2B) -> Company Past 26700 213119700 $2.50 -9% Purchases -> Technology 569527 Data Center Solutions Business (B2B) -> Company Past 23700 195158400 $2.50 -12% Purchases -> Technology 569533 Enterprise Performance Business (B2B) -> Company Past 11100 97568100 $2.50 -17% Management (EPM) Purchases -> Technology 569559 Retail Business (B2B) -> Company Past 6300 60830400 $2.50 -25% Purchases -> Technology 569568 Travel and Expense Management Business (B2B) -> Company Past 9000 90497700 $2.50 -28% Purchases -> Technology 569553 Philanthropic Business (B2B) -> Company Past 4200 58950000 $2.50 -48% Purchases -> Technology
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ID Category Name Category Path Visitors Volume CPM Relative Index 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 16800 306072600 $2.50 22% Status 356843 Retired Business (B2B) -> Employment 6000 131301300 $2.50 2% Status 356838 Homemaker Business (B2B) -> Employment 3600 150919200 $2.50 -47% Status 359580 IT Decision Makers Business (B2B) -> Groups -> 4200 36936600 $1.50 35% Decision Makers 359581 Sales & Marketing Decision Makers Business (B2B) -> Groups -> 3600 42427500 $1.50 1% Decision Makers 356402 High Income Business (B2B) -> Groups 9600 127407900 $1.50 -10% 357664 Utilities Business (B2B) -> Industries & 15300 55410600 $2.50 219% Occupations 356914 Computer & Mathematical Business (B2B) -> Industries & 42900 268921800 $2.50 85% Occupations 357086 Science & Engineering Business (B2B) -> Industries & 15000 113056200 $2.50 53% Occupations 356884 Business & Finance Business (B2B) -> Industries & 88800 789931800 $2.50 30% Occupations 358958 Telecommunications Business (B2B) -> Industries & 9300 84101100 $2.50 28% Occupations 357017 Legal Business (B2B) -> Industries & 16200 147910800 $2.50 27% Occupations 356946 Health Care Business (B2B) -> Industries & 48600 445764900 $2.50 26% Occupations 357073 Sales Business (B2B) -> Industries & 58800 547155900 $2.50 24% Occupations 356847 Hospitality & Food Services Business (B2B) -> Industries & 13800 147629100 $2.50 8% Occupations 356901 Community & Social Services Business (B2B) -> Industries & 6300 73878300 $2.50 -1% Occupations 357044 Production & Manufacturing Business (B2B) -> Industries & 21000 316746300 $2.50 -23% Occupations 357025 Office Administration & Support Business (B2B) -> Industries & 10200 181844100 $2.50 -35% Occupations 356932 Education Business (B2B) -> Industries & 13800 269206500 $2.50 -41% Occupations 356856 Agriculture & Natural Resources Business (B2B) -> Industries & 4500 98463600 $2.50 -47% Occupations 357108 Transportation & Logistics Business (B2B) -> Industries & 5400 128955900 $2.50 -52% Occupations 357046 Government Business (B2B) -> Industries & 9300 229848600 $2.50 -53% Occupations 356922 Construction & Architecture Business (B2B) -> Industries & 8100 223308600 $2.50 -58% Occupations 357032 Personal & Consumer Services Business (B2B) -> Industries & 10200 283811100 $2.50 -58% Occupations 356870 Arts, Entertainment & Media Business (B2B) -> Industries & 5100 251640600 $2.50 -77% Occupations 357663 Human Resources Business (B2B) -> Industries & 24900 149558400 $2.50 40% Occupations -> Business & Finance 359404 Management Consulting Business (B2B) -> Industries & 3000 25717500 $2.50 -2% Occupations -> Business & Finance 356889 Accounting & Auditing Business (B2B) -> Industries & 4500 41806800 $2.50 -9% Occupations -> Business & Finance 358064 Insurance Business (B2B) -> Industries & 3300 83714100 $2.50 -67% Occupations -> Business & Finance
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ID Category Name Category Path Visitors Volume CPM Relative Index 359394 Non-Profit Workers Business (B2B) -> Industries & 3300 33224700 $2.50 0% Occupations -> Community & Social Services 358050 Web Professionals Business (B2B) -> Industries & 4800 25769100 $2.50 9% Occupations -> Computer & Mathematical -> Information Technology & Computing 358051 Software Designers & Business (B2B) -> Industries & 12600 75987300 $2.50 -3% Programmers Occupations -> Computer & Mathematical -> Information Technology & Computing 359528 Pharmaceuticals Business (B2B) -> Industries & 3000 28662300 $2.50 0% Occupations -> Health Care 359397 Automotive Business (B2B) -> Industries & 3300 31228800 $2.50 10% Occupations -> Production & Manufacturing 359396 Electronics Business (B2B) -> Industries & 6000 61033200 $2.50 2% Occupations -> Production & Manufacturing 359530 Machinery Business (B2B) -> Industries & 5100 54964800 $2.50 -4% Occupations -> Production & Manufacturing 359400 Consumer Goods Business (B2B) -> Industries & 3300 36652500 $2.50 -6% Occupations -> Production & Manufacturing 359572 Advertising Business (B2B) -> Industries & 3000 18642900 $2.50 115% Occupations -> Sales -> Marketing 357075 Real Estate Business (B2B) -> Industries & 17700 197565600 $2.50 19% Occupations -> Sales 357084 Wholesale Business (B2B) -> Industries & 8100 108159300 $2.50 0% Occupations -> Sales 357079 Retail Business (B2B) -> Industries & 14700 255806700 $2.50 -23% Occupations -> Sales 356816 Vice Presidents Business (B2B) -> Roles -> 7500 80936400 $2.50 96% Managers -> Executives 356814 Presidents Business (B2B) -> Roles -> 7200 78360000 $2.50 94% Managers -> Executives 356812 C-Level Business (B2B) -> Roles -> 9900 115190100 $2.50 81% Managers -> Executives 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 -> 4500 377488800 $2.50 -75% Managers 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% 353940 $10,000,000-$25,000,000 Business (B2B) -> Sales Volume 16500 135239700 $2.50 54%
353942 $50,000,000-$100,000,000 Business (B2B) -> Sales Volume 16500 108821700 $2.50 92% 353943 $100,000,000-$500,000,000 Business (B2B) -> Sales Volume 23700 162702300 $2.50 84% 353944 $500,000,000+ Business (B2B) -> Sales Volume 35100 386081700 $2.50 15% 1399051 Kerala IN Customs for 143700 7064400 $0.25 0% GovernmentofKeralaDMP_5640 1399494 CMDRF - Digital site* Government of Kerala DMP - 64800 65100 - 0% Private 1399501 Transparency* Government of Kerala DMP - 7800 7800 - 1% Private -> CMDRF - Digital site 1399498 Donation Funnel* Government of Kerala DMP - 15300 15300 - 1% Private -> CMDRF - Digital site 1399503 Print Receipt* Government of Kerala DMP - 11700 11700 - 1% Private -> CMDRF - Digital site 1399495 Home* Government of Kerala DMP - 64800 65100 - 0% Private -> CMDRF - Digital site 1399504 Statistics* Government of Kerala DMP - 15300 15600 - -1% Private -> CMDRF - Digital site
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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
Centre for Development and Imaging Technology (C-DIT) V 7.0 Annexure 3 Reminiscences on implementation from the war-room – The 60 donation platform for Chief Minister’s Distress Relief Fund
1. QR code/UPI/PayTM/VPA/Mobile Wallet
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2. RTGS/NEFT/IMPS
Centre for Development and Imaging Technology (C-DIT) V 7.0 Annexure 3 Reminiscences on implementation from the war-room – The 62 donation platform for Chief Minister’s Distress Relief Fund
3. Cheque/DD
Centre for Development and Imaging Technology (C-DIT) V 7.0 Annexure 3 Reminiscences on implementation from the war-room – The 63 donation platform for Chief Minister’s Distress Relief Fund
4. Cash
Centre for Development and Imaging Technology (C-DIT) V 7.0 Annexure 3 Reminiscences on implementation from the war-room – The 64 donation platform for Chief Minister’s Distress Relief Fund
Centre for Development and Imaging Technology (C-DIT) V 7.0 Annexure 4 Reminiscences on implementation from the war-room –The donation 65 platform for Chief Minister’s Distress Relief Fund
Annexure 4
Kerala Chief Minister’s Distress Relief Fund
Kerala Floods 2018
#StandWithKerala Social Media Management and Interventions
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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 120760 15th 22nd Donation Aug Aug Page
Centre for Development and Imaging Technology (C-DIT) V 7.0 Annexure 4 Reminiscences on implementation from the war-room –The donation 68 platform for Chief Minister’s Distress Relief Fund
Ad Thumbnail Ad Type Impressions From To Promote To 15254 15th 22nd Donation Aug Aug Page
Post 39785 15th 22nd Promotion Aug Aug
Promote To 100135 16th 19th Donation Aug Aug Page
Centre for Development and Imaging Technology (C-DIT) V 7.0 Annexure 4 Reminiscences on implementation from the war-room –The donation 69 platform for Chief Minister’s Distress Relief Fund
Ad Thumbnail Ad Type Impressions From To 100135 16th 19th Promote To Aug Aug Donation Page
Post 11569 16th 19th Promotion Aug Aug
Centre for Development and Imaging Technology (C-DIT) V 7.0 Annexure 4 Reminiscences on implementation from the war-room –The donation 70 platform for Chief Minister’s Distress Relief Fund
Ad Thumbnail Ad Type Impressions From To Promote Page 44736 Post 21st Aug 21st Aug
Promote Page 24051 16th 19th Like Aug Aug
Post 9386 18th 18th Promotion Aug Aug
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Ad Thumbnail Ad Type Impressions From To Post 33619 18th 19th Promotion Aug Aug
Promote To 1202183 19th 25th Donation Aug Aug Page
Promote To 354727 19th 26th Donation Aug Aug Page NRI
Centre for Development and Imaging Technology (C-DIT) V 7.0 Annexure 4 Reminiscences on implementation from the war-room –The donation 72 platform for Chief Minister’s Distress Relief Fund
Ad Thumbnail Ad Type Impressions From To CMDRF SBI 78678 20th 21st QR Code Aug Aug Poster Download (Total 750 Downloads in a day)
Promote To 23219 24th 26th Donation Aug Aug Page
Promote To Donation 407468 26th 30th page Aug Aug
Centre for Development and Imaging Technology (C-DIT) V 7.0 Annexure 4 Reminiscences on implementation from the war-room –The donation 73 platform for Chief Minister’s Distress Relief Fund
Ad Thumbnail Ad Type Impressions From To Promote To 262960 26th 30th Donation Aug Aug Page
Reatargeting 80463 14th Oct 19th Using eMail Oct
Google Ads 46273 17th 24th Promote To Aug Aug Donation Page
SPEND SUMMARY
Media Total Total Spend in Rs. Impressions Facebook 28,15,886 100841 Google 46273 20570 Equalization Levy On FB 6050 Spend Total 127461
Centre for Development and Imaging Technology (C-DIT) V 7.0 Annexure 4 Reminiscences on implementation from the war-room –The donation 74 platform for Chief Minister’s Distress Relief Fund
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
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Email and SMS Campaign
Message Type Count Date
Payment Gateway attempted and failed SMS 22,035 23 August 2018
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.
Registered but not initiated SMS 1,49,895 23 August 2018
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/
Technical slag SMS 17,277 5 September 2018 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.
Download receipts Email 99,374 3 October 2018
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
Centre for Development and Imaging Technology (C-DIT) V 7.0 Annexure 4 Reminiscences on implementation from the war-room –The donation 76 platform for Chief Minister’s Distress Relief Fund
Message Type Count Date
Receipt SMS 15,38,182 22 October 2018 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
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.
Centre for Development and Imaging Technology (C-DIT) V 7.0 Annexure 5 Reminiscences on implementation from the war-room – The 77 donation platform for Chief Minister’s Distress Relief Fund
Annexure 5 Detailed profile of team members
Sl Name Designation Organization Email id LinkedIn No Design & Development
1 Dr. P.V Unnikrishnan Project Head C-DIT and pvunni31@gmail. https://www.linkedin. K-DISC com com/in/unnikrishnan- dr-potheri-vasudevan- b2763039/ 2 Aneez M Programmer C-DIT aneez.m82@gmai https://www.linkedin. (HoD) l.com com/in/aneez-m- 9b50a3a4/ 3 Mahesh VR Senior Software C-DIT mahesh_vr@yaho https://www.linkedin. Engineer o.com com/in/maheshvr201 5/ 4 Aiby Mohandas Project C-DIT [email protected] www.linkedin.com/in/a Manager ov.in iby 5 Sunil S Technical C-DIT sunilsclappana1@ https://www.linkedin. Officer Grade I gmail.com com/in/sunil-s- clappana-370045162/ 6 Asha RS Programmer C-DIT [email protected] https://www.linkedin. om com/in/asha-rs- a151811a/ 7 Lijumon R Programmer C-DIT lijumonchowalloo https://www.linkedin. [email protected] com/in/lijumon-r- 9809711498/ 8 Abhi Krishnan R Web Designer C-DIT abhikrishnanr@g https://www.linkedin. mail.com com/in/abhikrishnanr/ Infrastructure and testing
1 Shibu M Programmer C-DIT shibu.manikkoth https://www.linkedin. @gmail.com com/in/shibu-m- 26965845/ 2 Arun Nadh System C-DIT garuncdit@gmail. https://www.linkedin. Administrator com com/in/arun-nadh- 8a69499b/ 3 Anu Sivarajan Software Test C-DIT anualwzhppy@gm https://www.linkedin. Engineer ail.com com/in/anu-raj- 70184086/ Content, Communication Statistics 1 K Manoj Kumar Consultant prdmanoj@gmail. https://www.linkedin. com com/in/manoj-kumar- 93607325/ 2 Nandasoonu M A Asst. Statistician C-DIT nandasoonu@gm https://www.linkedin. cum Data ail.com com/in/nandasoonu- analyst m-a-
Centre for Development and Imaging Technology (C-DIT) V 7.0
Annexure 5 Reminiscences on implementation from the war-room – The 78 donation platform for Chief Minister’s Distress Relief Fund
Sl Name Designation Organization Email id LinkedIn No 57b181167/?originalS ubdomain=in 3 Surendran Pillai P Consultant, C-DIT pspillai38@gmail. https://www.linkedin. (cmo/cmdrf) com com/in/surendran- pillai-76763a89/ 4 Sandheep Content C-DIT sandheepmsn@g https://www.linkedin. Sudarsanan Developer mail.com com/in/sandheep- sudarsanan/ 5 Anuja V Nair Content C-DIT anujanomad@gm Developer ail.com 6 Kathu Lukose Content C-DIT kathu.lukose@gm Developer ail.com 7 Sudheer PY Sr. Designer C-DIT sudheeryoosuf@g mail.com 8 Shajith RB Graphic C-DIT shajithcdit@gmail Designer .com Implementation and Support 1 Sindu Thankappan Programmer C-DIT sinduthankappan https://www.linkedin. @gmail.com com/in/sindu- thankappan- 19b02936/ 2 Sreejith AK Programmer C-DIT sreejithpoduval@ https://www.linkedin. gmail.com com/in/sreejith-a-k- 2735a721/ 3 Jayadathan S Technical C-DIT jayadathan.s@gm https://www.linkedin. Support ail.com com/in/jayadathan-s- 820423174/ 4 Dilsha S Technical CMO Straight [email protected] https://www.linkedin. Manager Forward com/in/dilsha-s- 4a508037/ 5 Sujith M Technical CMO Straight [email protected] https://www.linkedin. Officer Forward om com/in/sujith-m- 74612556/ 6 Sreejith S Project assistant C-DIT [email protected] https://www.linkedin. om com/in/sreejith- suresh-5a575941/ 7 Aju S Nair Senior C-DIT aju.nair23@gmail. https://www.linkedin.
Hardware com com/in/ajunair/ Engineer Corporate Management 1 Jayaraj G Registrar C-DIT Jayarajg61@gmail https://www.linkedin. .com com/in/jayaraj- gopalakrishnan- 84936517/ 2 Shaji A Consultant C-DIT anandshaji@rediff https://www.linkedin. mail.com com/in/anand-shaji- 59191a16/
Centre for Development and Imaging Technology (C-DIT) V 7.0
Annexure 5 Reminiscences on implementation from the war-room – The 79 donation platform for Chief Minister’s Distress Relief Fund
Sl Name Designation Organization Email id LinkedIn No 3 Biju SB HOD Web C-DIT [email protected] https://www.linkedin. Service com/in/biju-sb- 13572242/ 4 Jeena K Subash HOD System C-DIT jeenasubhash@g https://www.linkedin. Integration mail.com com/in/jeena-k- Division subhash-49b07218/ External Contributors 1 Manoj Abraham - IPS Inspector Police - Home manojabraham05 https://www.linkedin. General of Department @gmail.com ; com/in/manoj- Police, TVPM cyberdome.pol@k abraham/ Range & Nodal erala.gov.in officer Cyberdome 2 Yair Baurtov VP - Cyber proof UST Global Yair.BarTouv@ust https://www.linkedin. UST Global -global.com com/in/yair-bar-touv- 19bb426/ 3 Girish K Business UST Global girish.kuttappan@ Development ust-global.com 4 Rajiv Mathew Program Oracle Global rajiv.o.mathew@ https://www.linkedin. Manager, Startup oracle.com com/in/rajivmatthew Market Connect Ecosystem, (JAPAC) Oracle Corporation 5 Arun Kumar Business Oracle India arunkumar.nagen https://www.linkedin. Nagendra Rao Manager [email protected] com/in/arun-kumar- om 30352944 6 Krishna Kopalle Founder - DigitalInterakt kk@digitalinterakt https://www.linkedin. Director .com com/in/krishnakopalle / 7 Nagaraju Alluri Solution DigitalInterakt nagaraju.alluri@di https://www.linkedin. consultant gitalinterakt.com com/in/nagaraju- alluri-38402798/ 8 Kiran Kumar Akunuri Implementation DigitalInterakt kirankumar@digit https://www.linkedin. Specialist alinterakt.com com/in/kiran-akunuri- 29bbb7147 9 Hitesh pothukuchi Implementation DigitalInterakt hitesh@digitalinte https://www.linkedin. Specialist rakt.com com/in/hitesh- pothukuchi-ba957560 10 Chetan Kumar Strategic WhatsApp Inc. chetank@whatsa https://www.linkedin. Partnerships at pp.com com/in/ckumar1/ WhatsApp Inc 11 Javier Mata CEO Yalochat [email protected] https://www.linkedin. om com/in/javier-mata- 86765427/ 12 Deepak Ravindran Founder- Pirate Yalochat [email protected] https://www.linkedin. Fund com/in/deepakravindr n/
Centre for Development and Imaging Technology (C-DIT) V 7.0
Annexure 5 Reminiscences on implementation from the war-room – The 80 donation platform for Chief Minister’s Distress Relief Fund
Sl Name Designation Organization Email id LinkedIn No 13 Fred Allen VP Engineering Yalochat [email protected] https://www.linkedin. m com/in/edwinalenz/ 14 Mahesh Govind Founder Digiledge mahesh@digiledg https://www.linkedin. (Blockchain e.com com/in/mahesh- Startup) govind/ 15 S. Balasubramanian CEO IdeaRocket [email protected] https://www.linkedin. n com/in/bsubramanian /?originalSubdomain=i n 16 B R B Puthran Founder IdeaRocket puthran@idearoc https://www.linkedin. ket.in com/in/b-r-b-puthran- 1207198/ 17 Ahammed Nasik Digital Strategist Imtell [email protected] https://www.linkedin. com/in/ahammed- nasik/ 18 Nageena Vijayan Director Imtell [email protected] https://www.linkedin. com/in/nageena- vijayan/ 19 Sachin Gracious CEO Computing sachingracious@g https://www.linkedin. Freedom mail.com com/in/sachin- Collective Pvt. gracious-a1952a62/ Ltd 20 Roy V Mathew Managing Stark roy.mathew@star https://www.linkedin. Director Communicatio k.in com/in/roy-mathew- n Ltd 1b33902b/ 21 Thomas George Associate Stark thomas.george@s https://www.linkedin. Director Communicatio tark.in com/in/thomas- n Ltd george-77762714/ 22 Deepak George CEO Thought deepak@thoughtr https://www.linkedin. Ripples ipples.com com/in/deepakcgeorg e/ 23 Rajesh Balan Project OrisysIndia rajesh.balan@oris https://www.linkedin. Manager ys.in com/in/rajeshbalan 24 Biju Dominic CEO Final Mile biju@thefinalmile. https://www.linkedin. com com/in/biju-dominic- 5a08764/
Centre for Development and Imaging Technology (C-DIT) V 7.0