CMDRF Donation Document Ver 7.0 Combined 31102018-Compressed

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

– The donation platform for Chief Minister’s Distress Relief Fund ii

– 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

– The donation platform for Chief Minister’s Distress Relief Fund iv
CM’s IT fellows, Shri Seeram Sambasiva Rao, Director Kerala State IT Mission, Shri
Santhosh Chandrasekara Kurup CEO ICT Academy Kerala, Dr K.Sabarish Head e-
Governance Kerala State IT Mission, Shri Muraleedharan M Head SEMT, KSITM, Shri
Arun M Programme Head ICFOSS came in handy in finalising the portal.
I take this opportunity to acknowledge my deep sense of gratitude to thanks to Shri M

Sivasankar IAS, Secretary to Chief Minister and Director, C-DIT who had been
extremely considerate to me when the portal crashed on August 18th for a few hours.
The trust and confidence he had in me was a personal support during the crisis. Shri
M V Jayarajan, Private Secretary to Chief Minister and Shri Gopakumar M, Additional
Private Secretary to Finance Minister were extremely helpful in co-ordination.
It is my duty to acknowledge the efforts of all the partners including the various banks
technology providers, media campaign and marketing, communication providers,
agencies involved in security and hosting etc. I take this opportunity to express my
sincere appreciation and profound indebtedness to my colleagues in the C-DIT design
and Development team. Especially Shri Aneez M, Smt Asha RS, Shri Lijumon R, Shri
Aiby Mohandas, Shri Sunil S, Shri Mahesh VR, Shri Anu Sivaraj, Ms Sindhu Thankappan,
Shri Sreejith AK, Shri Abhikrishnan R, Shri K Manoj Kumar, Shri Sandheep Sudarsanan,
Shri Surendran Pillai P, Shri Nandasoonu.M A, and Shri Jayadathan S.
I would also put on record my heartful and earnest thankfulness to Dr K M Abraham,

Chairman, Kerala Development Innovation Strategic Council (K-DISC) permitting me to
undertake the activities and bearing with me for my absence from K-DISC during
important review sessions of CMDRF.
I greatly appreciate my colleagues Shri Dilsha S, Sujith M and Madhu S in the CMO
Straight Forward team for their constant support during the project execution.
Dr P.V.Unnikrishnan,
Honorary Consultant, C-DIT and Strategy Advisor, K-DISC.

– 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

– The donation platform for Chief Minister’s Distress Relief Fund vi

– 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

– The donation platform for Chief Minister’s Distress Relief Fund viii

– 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

– 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

– 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

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– 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 Manikkoth Programmer C-DIT

2 Arun Nadh System Administrator C-DIT
3 Anu Sivarajan Software Test Engineer C-DIT
III. Content, Communication Statistics
1 K Manoj Kumar Consultant
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

– 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
4 Krishna Kopalle Founder - Director DigitalInterakt
5 Nagaraju Alluri Solution consultant DigitalInterakt
6 Kiran Kumar Akunuri Implementation Specialist DigitalInterakt
7 Hitesh pothukuchi Implementation Specialist DigitalInterakt
8 Javier Mata CEO Yalochat
9 Deepak Ravindran Founder- Pirate Fund Yalochat
10 Fred Allen VP Engineering Yalochat
11 Mahesh Govind Founder (Blockchain Startup) Digiledge
12 S. Balasubramanian CEO IdeaRocket
13 B R B Puthran Founder IdeaRocket
14 Alan Jose CEO Imtell
15 Nageena Vijayan Director Imtell
Computing Freedom
16 Sachin Gracious CEO
Collective Pvt. Ltd
Stark
17 Roy V Mathew Managing Director
Communications
Stark
18 Thomas George Associate Director
Communications
19 Deepak George CEO Thought Ripples
20 Rajesh Balan Project Manager OrisysIndia
21 Biju Dominic CEO Final Mile

– 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

– 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

– 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

– 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

– 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.

– 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.

– 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.

– The donation platform for Chief Minister’s Distress Relief Fund xxii

– 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.

Initial development and testing
SSL Certificate Integrated for…
South Indian Bank Gateway…
Federal Bank Payment Gateway…
Airtel Payments Gateway…
Facebook page creation
Google Ads launching
State Bank of India UPI Activation
HDFC Gateway Integration
PayTm UPI Activation
Statistics of Online Donations in…
Application moved to Amazon…
CSB Gateway Integration
ICICI Gateway Integration
Centre for Development and Imaging Technology (C-DIT)

Federal BankGateway Integration
State Bank Of India - International…
Dhanlaxmi Bank UPI Activation
RazorPay Gateway Integration
Axis Bank Gateway Integration
IDBI Bank UPI Activation
Corporate Sponsorship Campaign
Indian Overseas Bank UPI Activation

2.1 Illustrative timing of project activities till date
WAF integrated with Qradar…
V 7.0
Receipt Printing Portal for printing…
Responsys integration for SMS
Group Donation Facility for Norka…

Figure 1 Illustrative timing of project activities till date
Andhra Bank Gateway Integration
Grievance Option for Registering…
Kotak Mahindra Gateway…
Behavioural Architecture Design…
Responsys integration for Mail
Blockchain for donors list
Application for integrating…
WhatsApp response circulating…

Integration with crowdsourcing…

2
Integration with Stripe

1 2 3 4 5 6 7 8 9 101112131415161718192021222324252627282930313233343536373839404142434445464748495051525354555657585960616263646566676869707172
0
10
20
30
40
50
60
3
The activities covered a total of 344 person days of design, development and testing.
The distribution of activities by category is provided in figure 2. The base feature
covered 54 man-days. Digital media campaign, communications and content covered
34-man days. Infrastructure including cyber security 17 man days and strategy 11 days.
2.2 Distribution of project activities by category

Figure 2 Distribution of project activities by category
3. Product Architecture
The overall product architecture is as provided below in figure 3. The portal had
appropriate content on the campaign on Kerala’s unprecedented disaster, the relief
measures undertaken, the initiatives for rehabilitation and the proposals for rebuilding
the state post the catastrophe. Apart from the general content on the vision of the
CMDRF donations campaign, the particulars of how the funds are administered, details
of income tax exemption and daily statistics on collections and expenditure were also
provided. The donation portal provided for recording the particulars of the persons

4
coming to the portal for making donation and routes them to a variety of online
payment options through a series of payment gateways. The payment gateways deduct
the payment for the donor’s bank account and credits the payment to the appropriate
CMDRF account through a payment transfer and settlement process.
Figure 3 - Architecture for CMDRF donations

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
WhatsApp payment clearance
include audit and
Campaign including cross border
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
Social Media E-mail History of

SMS
Transactions
Exchange house Services
DMP SRM
Support Services for cross

Big data based Targeting and Retargeting Statistics
boundary transaction

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.
2Non-Resident associations requested a feature for group collections, aggregated payments and individual receipts.
A similar demand had come up from some local corporates.
3
In the wake of the floods in the State of Kerala and the representations received from the Authorised
Dealer Cat - I banks, seeking permission to receive funds in the Chief Minister’s Distress Relief Fund -
Kerala through the exchange houses, the Reserve Bank of India, decided in consultation with the
Government of India, to permit receipt of remittances to the Chief Minister’s Distress Relief Fund - Kerala
through exchange houses, subject to the condition that the remittances were directly credited to the
fund by the banks and the banks maintain full details of the remitters.
4 A broad definition would regard a cross-border payment as a transaction that involves individuals,
corporations, settlement institutions, central banks or a combination thereof, in at least two different
countries. The payers used payment service providers of their choice and demanded immediate clearing
and settlement services which was not manageable at the payee end.

6
demand. In order to cater to the non-digital payment methods arrangements for

collecting cheques and drafts from public were organised in collectorates and the
secretariat. These mechanisms were also integrated with the donation portal. The
settlements for the non-payment gateway transactions were organised in the
respective bank accounts after clearance. The banks were requested to provide the
details of the non-payment gateway transactions through scroll updates. The data from
the non-payment gateway transactions was integrated with the payment gateway
transactions in order to establish a consolidated Customer Relations Management
(CRM) database. These requirements necessitated a trained Tesseract Engine Optical
Character Reader (OCR) based digitisation tool and google lens5 based mobile scanner
application development also. This CRM database was also used for targeting and re-
targeting and also for pushing print receipt to donors. A grievance mechanism for
handling delays in issues of print receipts was also added. The aspects of developing a
Cyber security information and event management system and digital media-based
targeting and retargeting were also envisaged right at the inception.
The set-up of the cyber security measures necessary to build and protect these Internet
facing systems viz. the registration of donors and filing of grievances etc.by applying
security information collecting technology (SIEM) and connecting the site log sources
(Web server, Web Application Firewall (WAF), load balancer and other cloud
information sources) to the Global Cyber Defense Center which was an Artificial
Intelligence (AI) driven platform for chat operations, incident response orchestration
along with threat Intelligence and playbook activation. See figure 4 below.
5
Google lens is an image recognition mobile app developed by Google

7
3.1 Features of the cyber security information and event

management system
Figure 4 : Features of the cyber security information and event management
system
The digital media targeting involved social media initiatives using twitter, google ads
and face book. Provision for email and SMS campaigns were also provided. Analysis of
social media sentiments using preconfigured semantic filters to extract and analyse
precise aspects of interesting conversations was also done. Social media insights were
drawn in from Facebook and google AdWords and used for audience profiling, targeting
and retargeting.
The relief donor list validation on Blockchain was an afterthought. Subsequently the
concept of a C-DIT blockchain node for uniquely identifying transactions and
correlating them across various stakeholders was thought of. See figure 5. The
objective was to improve traceability of all transactions happening in the CMDRF
system directly linked to the bank end transaction systems. The payment gateway
transactions get recorded on the Blockchain Node before getting transferred to the
gateway. The response also gets updated on the Blockchain mode before it gets
updated in the CMDRF database. In the case of a non-payment gateway transactions,
it gets recorded in the Blockchain node in the CMDRF operations system initially. The

8
banking system records pertaining to the original transaction also gets recorded on the
Blockchain node from the core banking system, payment clearance system etc
depending on the channel of transaction like Cheque, Demand Draft, Bank Transfer,
National Electronic Funds Transfer (NEFT6), Real Time Gross Settlement (RTGS7)
Immediate Payment Service (IMPS8) transaction etc.
3.2 Blockchaining transactions

Figure 5 - Blockchaining transactions
The nucleus of the product were the multiple payment gateways which have been
described in table 1 below. Nineteen payments gateway have been integrated9. This
includes six international gateways and nineteen domestic gateways. Fourteen banks
have been linked to these gateways. Fifteen aggregators have been also linked to these
gateways.
6
NEFT is an electronic system developed by Institute for Development and Research in Banking
Technology for transferring funds between two NEFT enable banks on a one to one basis settlements
happening in half hourly batches except on a few holiday windows
7
RTGS is a specialist fund transfer system used for high value transactions that require an receive
immediate clearing and is managed by the Reserve Bank of India (RBI)
8
IMPS is an instant payment inter-bank electronic fund transfer system managed by the National
Payment Corporation of India and built upon the National Financial Switch Network
9
The PayPal gateway and Stripe are pending commercial operations at the stage of finalising this
report.

9
3.3 Gateways integrated

Table 1 - Details of gateways integrated
Request Parameters Response Parameters Integration Info
Amount
Amount
Opt Var
Opt Var
Mobile
Don Id
UserId
Txn Id
Status
RefNo
RefNo
Gateway
Name
Email
Email
TxnId
Mode
Date
Pass
SUrl
Furl
Key
MID
Worldline
            API POST10 (Encrypted)
FedPay
           API POST (Encrypted)
          API POST (Encrypted)
           API POST (Encrypted)
PayU
               API POST (Encrypted)
CCAVENUE
           API POST (Encrypted)
CCAVENUE
CCAVENUE
         Own Interface (JS)
10
POST is a Hypertext Transfer Protocol communication between client and server which is not cached and not stored in browser history and cannot be
bookmarked

10
Request Parameters Response Parameters Integration Info
Amount
Amount
Opt Var
Opt Var
Mobile
Don Id
UserId
Txn Id
Status
RefNo
RefNo
Gateway
Name
Email
Email
TxnId
Mode
Date
Pass
SUrl
Furl
Key
MID               API POST (Encrypted)
PayU
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

11
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                

12
Payment Gateways
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            

13
Payment Gateways
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          

14
Payment Gateways
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                

15
Three banks have non-aggregator gateways and four aggregators don’t have
separate accounts linked to them and made transfers to the State Bank of India
CMDRF Account. Thirteen UPI11 interfaces were created, six e-wallets12 and two
mobile wallets13 were also provided partly in the gateways and part outside. The
extent of services provided through the payment gateways is shown in table 2. Forty
eight credit cards, forty eight debit cards, seven pg UPI, eight e-wallets, seven
international gateway services and seventeen domestic gateway connects were
provided. Transfers from sixty nine Banks was possible through Internet Banking.
The response on the portal to the product development is provided below in figures
6 to 8. The cumulative count of transactions using the payment gateways for various
banks across the period of program running aggregated week wise is provided in
figure 6. By the proportion of transactions, the prominent gateways belong to State
Bank of India, HDFC and PayU. The least prominent among the gateways belonged
to Andhra Bank, Kotak Mahindra, Dhanlakshmi Bank, Catholic Syrian Bank and the
Canara Bank. The growth of transactions was however prominent among the
laggards like Andhra Bank and Indian Overseas Bank. Among the prominent
contributors HDFC and State Bank of India had good growth rates.
Figure 7 relates to total amounts collected through various payment gateways.

By the quantum of collections, the prominent gateways belong to State Bank of
India, HDFC, South Indian Bank, PayU and ICICI Bank. The least prominent among
the gateways belonged to Dhanlakshmi Bank, Andhra Bank, Catholic Syrian Bank,
Canara Bank and the Kotak Mahindra. The growth of transactions was however
prominent among the laggards like Andhra Bank, Indian Overseas Bank and Punjab
National Bank. Among the prominent contributors HDFC, State Bank of India Axis
Bank and Federal Bank had good growth rates.
11
Unified Payments Interface is an instead real time payment developed by the National Payment
Corporation of India facilitating interbank transactions in real time using QR code or mobile numbers
mapped to bank account or bank accounts mapped to virtual payment address VPA.
12
E-wallet is a software allowing an individual to make online transactions from the smart phone or
the computer by passing the individual credentials to the merchant wirelessly.
13
Mobile wallet refer to payment services after two part authentication of the subscriber done on
the mobile initially and subsequently using PIN for further transaction authentication and validation.
It can be linked to a bank account or card.

16
3.4 Transactions across banks
Figure 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.

17
The collection amounts were converted to tens of thousands for better visualisation
in the graph. The proportion of collections evident from the chart are State Bank
of India, HDFC, PayU and South Indian Bank. The ICICI bank being adjacent to HDFC
is buried whereas Axis bank in the vicinity of Andhra Bank, Canara Bank, Catholic
Syrian Bank and Dhanlakshmi bank is seen puffed-up.
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.

18
An interesting aspect is the variation across gateways in per transaction value of

collections. The lowest per transaction was for Airtel and the per transaction value
was around Rs 600. The per transaction values for PayU, State Bank of India, HDFC
and ICICI are all below Rs 6000. The highest among the per transaction values is for
Andhra Bank, Kotak Mahindra and Indian Overseas Bank followed by State Bank of
India (International) and South Indian Bank (International).
The distribution of payments through the payment gateway and non-payment

gateway channels is interesting. This has been updated through a scroll update
system outline in table 3. As could be seen data from 15 sources across 11 channels
are integrated. 18 variables are covered in the scroll. The output generated is
provided in table 4. Across banks State Bank of India has a share of 84.80% followed
by South Indian Bank with 4.51% and Paytm with 3.31%. Channel of transaction wise
digital methods covers 34.19% of the total with RTGS / NEFT / IMPS contributing
24.81% UPI 2.59% and Paytm (including UPI, Mobile wallet and mobile banking)
3.31%, Cheque and Demand Drafts cover 45.91% and cash 19.90%.
In UPI services SBI was at the top followed by HDFC. In Credit card/Debit card,
Canara Bank, Axis Bank and ICICI Bank followed SBI at the top. In RTGS, SBI topped
followed by South Indian Bank as a poor second. In cheque and DD, South Indian
Bank was a grateful second to SBI. In cash transactions Federal Bank was the second
even though well below SBI. The superior position of SBI came from two factors
i.) The position that SBI has as the primary banker for the government
ii.) In all government campaigns SBI account was promoted majorly
The individual banks had come up with their own digital campaigns at our request
over sms, mail, social media and through ATMs which definitely helped the overall
resource mobilisation.

19
Table 3 : details of data sets bank wise channel wise

Channels Data sets Channel-wise
Bank NEFT RTGS IB DC CC mBank CASH CHQ DD UPI IMPS NEFT RTGS IB DC CC mBank CASH CHQ DD UPI IMPS
       1,2,3,4,10,
13,15
1,2,3,4,5,6, 1,2,3,5
8,10,13,15 ,6,9,10
1,2,3,5, 1,2,3,4,5, 1,2,3,10, 1,2,3,4,5,
6,9,10 6,10,13,15 13 6,10,13,15
1,2,3,10,
13
       1,2,3,4,9,
10
1,2,3,4,9, 1,2,3,4,5,6, 1,2,3,5,6,
10 9,10 9,10
1,2,3,5,6,
10,13,14
1,2,3,9,10
1,2,3,9,10,
13,14,15
1,2,3,9,
10
         1,2,3,4,
10,14
1,2,3,4, 1,2,3,4,5,6, 1,2,3,5,6, 1,2,3,5,6, 1,2,5,10,
10,14 10,15 9,10 9,10 14,15
1,2,3,10
1,2,3,10,
16
1,2,3,10,
16
1,2,3,5,
6,10
      1,2,3,4,10
1,2,3,4,
10
1,2,3,5,6, 1,2,3,5,6,
9,10 9,10
1,2,3,10
1,2,3,4,
10
     1,2,3,9,10
1,2,3,4,
9,10
1,2,3,4,5,
9,10
1,2,3,10 1,2,3,10,16
1,2,3,4,6,
10
    1,2,3,4,
10,14
1,2,3,4,5,6,
10,15
1,2,3,4,6,
8,10
1,2,3,6,
8,10
1,2,3,4,5,
6,10,15
 1,2,3,10 1,2,3,10,16
    1,2,3,4,
10,14
1,2,3,4,
9,10
1,2,3,10 1,2,3,10,16
   1,2,3,5,
6,10
1,2,3,5,
6,10
1,2,3,5,
6,10
 1,2,3,10, 1,2,3,4,5,6,
15 10,14,16
     1,2,3,4,10
1,2,5,10,
14,15
1,2,3,4,10
1,2,3,4,10, 1,2,3,4,10,
14,15,16 14,15,16
1,2,3,6,10
  1,2,3,4,9,10 1,2,3,10 1,2,3,10,16
1,2,3,4,
       1,2,3,4,9,
10,14,15
1,2,3,4, 1,2,3,4,5,
10,14,15 6,10,14,15
5,6,10,
15
1,2,3,4,5, 1,2,3,4,5, 1,2,3,4,5, 1,2,3,4,5,
10 10,14 10,14,15,16 10,14,15,16
1,2,3,4, 1,2,3,4, 1,2,3,4,

     1,2,3,4,5,6,
10,14,15
5,6,10,
14,15
1,2,3,4,
5,10,14,15
5,10,
14,15
1,2,3,4,5,
10,14,15
5,6,10,
14,15
LEGEND OF DATASETS
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 1 2 3 4 5 6 7
Date Trn. Amount Name Mobile Email UID PAN Ref Payment_ Portal_ Domestic_ Tran_ IFSC Acc. No. Chq/DD Date Trn. Id Amount Name Mobile Email UID
Id Mode Trn._ID International particulars Code

20
UID-Unique Identifier, Portal Trn Id- Portal Transaction Id was the set by donation portal at the time of payment gateway selection.
Table 4: Distribution of payments across bank by channel of payment till 30th September 2018
Sl No Bank UPI CCDC_Amt RTGS_Amt CQDD_Amt PayTm_Amt Cash_Amt Total Amt Prop
1. Airtel Bank 0.00 128.99 129.51 0.00 0.00 0.00 258.49 0.18
2. Andhra bank 0.01 0.62 90.42 0.00 0.00 9.33 100.37 0.07
3. Axis Bank 1.80 346.95 0.00 0.00 0.00 0.00 348.75 0.25
4. Canara Bank 0.04 1419.35 23.36 1419.91 0.00 19.05 2881.72 2.03
5. Catholic Syrian Bank 0.17 99.22 73.97 371.90 0.00 11.58 556.84 0.39
6. Federal Bank 8.43 31.17 402.48 1191.48 0.00 1158.37 2791.92 1.96
7. HDFC 1462.71 0.00 0.00 902.10 0.00 47.34 2412.15 1.70
8. ICICI 11.98 311.30 48.54 0.00 0.00 8.24 380.06 0.27
9. Indian Overseas Bank 0.26 0.26 0.10 684.33 0.00 6.53 691.49 0.49
10. Paytm 0.00 0.00 0.00 0.00 4702.18 0.00 4702.18 3.31
11. South Indian Bank 188.78 146.65 1157.98 4572.50 0.00 350.32 6416.24 4.51
12. State Bank Of India 2014.27 2465.28 33335.44 56068.88 0.00 26661.42 120545.29 84.80
13. Union Bank of India 0.00 0.00 0.00 55.00 0.00 12.67 67.67 0.05
Total 3688.46 4949.79 35261.80 65266.11 4702.18 28284.84 142153.17 100.00
Proportion 2.59 3.48 24.81 45.91 3.31 19.90 100.00
CCDC-Credit card debit card, CQDD-Cheque/DD, Paytm covers mobile wallet, UPI and mobile app transfer.

21
The distribution of count of transaction and collection across transaction classes is

shown in figure 9. The count of transactions are heavily skewed below 5000 covering
more than 97% of the total transactions. 46.06% of the transaction being below Rs
51, 19.60% between Rs 51 to Rs 100, 12.73% between Rs 200 and Rs 500 and 8.24%
between Rs 100 and Rs 200. Interestingly the collection is skewed at the other end
of the slabs with 62.41% contributions coming from donations above 50 lakh.
These transaction are only 260 in number. The transactions between 1 crore and 10
crore from corporates, associations and philanthropists comes to 29.87% of the total
collection14. These figures however don’t reflect the contributions from the salary
challenge.
The average transaction value comes to Rs 4477.03 and the variation of average
value across slabs is shown in figure 10. The skewing of collection across the slabs
above 1 crore is a result of the higher average value in the respective transactions
skews.
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.

22
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 15 th 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.

23
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

24
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.

25
Figure 13 : Day wise social media activity
Figure 14: week wise social media activity
Oracle was approached to provide Indian language integration option for Malayalam
which could have improved the sentiment analysis. The facility is right now
available.
Based on the traffic coming to the CMDRF website that was captured within DMP by
the blue kai tag the Kerala specific segments offered by DMP was profiled. The
profile covers first party data available from the Kerala government customer
database and second and third party data sets available from oracle data market

26
place, facebook etc. The block schematic of how the audience is created is provided
in figure 15 and the profile of the data is provided in Annexure 2.
Figure 15: Integration of data sources in Oracle DMP
WhatsApp business platform was integrated with CMDRF and bot option for
reporting grievances relating to print. The details of the BOT application created
for the purpose is provided in Annexure 3.
A total of 17 social media campaigns were initiated on facebook and google the
details of which are provided in Annexure 4. The total impressions created on
facebook was 28,15,883. The details of impressions is provided week wise in table
7 below.
Table 7: Distribution of social media campaign results week wise

Week Facebook impressions Google impressions
1 477973
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

27
in the 15-24, 35-44 and 45-54 age group. Among men the next prominent group is
35-44 (23%) followed by the youngest ones in the 18-24 age group (9%).
Figure 16
58% of the audience are married. (See figure 17) Singles are 3.6%. 18% of them went
to Grade school, while high school (8%) and college students (74%) constituted the
balance. (See figure 18).
Figure 17 Figure 18
The distribution of the visitors shows a high percentage of people in IT and

Technical Services (20%), Computation and Mathematics (20%), Architecture and
Engineering (20%), Production (20%) etc. (See figure 19). The profile of visitors
across geographies indicate 58% from India followed by 35% in GCC countries and
2% each in United States of America and Malaysia. (See figure 20).

28
Figure 19
Figure 20
Top cities were Dubai, Doha followed by Bangalore, Riyadh, Abudhabi and Kuwait
(See figure 21).

29
Figure 21
The audience had a liking for the facebook pages of Shri Pinarayi Vijayan, Chief
Minister’s Office, Dr. T M Thomas Isaac etc. The audience had been also linking
News18 Kerala and sites of film personalities Ashiq Abu and Joy Mathew, MB Rajesh
and M Swaraj. (See figure 22).
Figure 22
The frequency of activities by the audience on facebook shows a large number of

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

30
build up meaningful engagement (See figure 23). The distribution of device

preference shows a strong preference of mobile (98%) over desktops (2%). Among
the devices by further granularity Android phones was 73% followed by iPhone/ iPod
(15%), Mobile web (10%) and PC (20%). (See figure 24).
Figure 23
Figure 24
The distribution of audience on the portal during August 14 to September 21 based

on google analytics is shown in figure 25. A total of 45 lakhs visited the portal. On
August 21 the site handled 5.72 lakh visitors. On this day reached 3.16 lakh
impressions on facebook. 68% of the traffic to the portal was organic as shown in
figure 26 indicating that campaigns promoting the URL made an impact. The
contribution of social media had been gaining along with the campaign. The portal
visits showed 90.66% visitors from India followed by 2.76% from USA 1.47% from UAE
etc. Country wise users showed highest from Maharashtra, Tamilnadu, Karnataka.
Visitors from Kerala was 8th in the list of top users indicating clearly that Indians

31
from all over the country were concerned about the Kerala floods with strong
pockets in the South, North West and Central India.
Figure 25
Figure 26

32
5. Managed security services for CMDRF Donation

Portal
C-DIT had approached Cyber dome & UST Global is proud to offer an advanced
Managed Security Service Provider (MSSP) offering for cyber protection for Chief
Minister Distress Relief Fund donation portal. The services covered detection,
response and remediation for the internet facing systems of the portal by applying
security information collecting technology (SIEM). The site log sources (Web server,
WAF, load balancer and other cloud information sources) were connected to Global
Cyber Defense Center viz CyberProof which is an AI driven, incident response
orchestration platform which unlocks the value and power of their security tools and
integrates them into a single response hub. Cyber Proof is also provided with SEEMO
an AI-ML BOT for Incident Response and supplements security analysts by automating
investigation workflows, gathering evidence, and providing them guidance on what
to look for next.
The scope of the support included the following:
• Architecting the desired security solution

• Establish strong baseline monitoring of website & run time environment
• Acquiring the SIEM infrastructure and installing it and connecting log sources,
configuring rules and connecting to our AI Incident Response platform.
• Training the customer for participating with us in the monitoring and Incident
Response
• T1-T2, monitoring 24*7 by the UST Global/ Cyber dome team in
Thiruvananthapuram
• T3-T4 advance Incident Response, Threat Intelligence from Global experts
provided by UST Global.
• Build capabilities and capacity within the C-DIT team equipping with latest
technical know-how in niche area of cybersecurity
• Equip C-DIT team to manage the IT risk which is closely associated with
business risk & train the team with help of dedicated support & specialist
cyber security experts the niche domain of cyber security
A block schematic of the services is provided in figure 27. The figure 28 shows the
data flow diagram. As could be seen from the dataflow diagram the AWS bucket
traps the sys logs and routes it to the SIEM. The SIEM along with AI driven
orchestration platform generates smart alerts for detection, response and
remediation.

33
Figure 27
Block schematic of managed security services for CMDRF donation portal
Figure 28: Data flow diagram in cyber defence centre
Data flow
AWS Load AWS LB and Audit logs

Environment
AWS Cloudtrail
AWS Kerala
Balancer
AWS S3 Bucket
WAF Alerts
AWS
AWS WAF Lum bda Function
CloudWatch
MSSP QRadar
Pulling Logs
CyberProof
Qradar Storage Qradar Qradar

Pulling Offences Data
Console Processor Collector
Platform
CDC
CDC
Pulling Offences
Platform
CyberProof
SOC Teams
TRV Tier IST Tier

1-2 3-5

34
5.1 Details of Implementation

The salient aspects of implementation are provided below.
i. Vulnerability assessment was done

ii. Threat Intelligence platform was established to monitor the social media
iii. A focused intelligent drive was initiated to detect all bogus and replicated
sites, phishing campaigns, disinformation campaigns using a monitoring
drive on all websites
iv. A focused phishing detection and negation drive, to review whether the
payment process confirms to full Payment Card Industry Data Security
Standard (PCI DSS) was put in place
v. Report of intelligence from Vulnerability Assessment and Penetration
Testing (VAPT) 17 and dark web18 scanning was integrated
vi. A dashboard providing incident response platform access was provided to
the C-DIT team configured and connected with cyber proof automation and
incident response platform for continuous monitoring of sys logs
5.2 Summary of monitoring:

During the period of monitoring 2864 offenses were recorded in SIEM. All the offenses
were based on logs from AWS Load Balancer and AWS WAF. These offences were
received as alerts in the cyber Defence Centre (CDC) platform and were checked by
analysts (Tier 1-4). From alerts that were containing information about suspicious
activity, incidents were created for additional enrichment and focused
investigation. In Total 18 Incident were created from 1136 connected alerts. The
screen shots are provided below in figure 29.
17
Vulnerability Assessment and Penetration Testing (VAPT) are two types of vulnerability testing.
The tests have different strengths and are often combined to achieve a more complete vulnerability
analysis.
18
Dark web sites are the meeting and market places for emerging cyber threats. These are rich
sources of intelligence, often relevant to a broad spectrum of potential targets that aren’t accessible
through conventional monitoring.

35
Figure 29: Screenshots of SIEM on incidents identified.
Total events from AWS environment received in SIEM – about 50.500.000 million events:
Top 20 Source IP traffic in September 2018:
CDC statistic:
3 Incidents open in the platform:

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

36
6. Challenges in implementation
The specific challenges faced are outline below.
i. C-DIT’s CMO-CMDRF team was a traditional development team geared to

work on relatively convenient targets and fairly plain and obvious tasks.
Undertaking a war-room strategy to finish tasks with in a fixed time under
difficult conditions was a challenging task.
A strategy of exploration oriented thinking involving exploration, testing
and re-design was adopted
Working with in a public sector framework the only option of motivation
was building self-esteem and self-confidence through intense teamwork
and deliberations. The general atmosphere of phenomenal voluntary work
unity and social commitment that surfaced in the state as a part of the
public action for rescue rehabilitation and rebuild Kerala served as a shot
in the arm for the activities.
ii. Challenge 1: A contingency plan status
The CMDRF donation portal was a plan B, the plan A being the CMDRF
portal integrated with the Government of Kerala website developed by
the Kerala State Information Technology Mission (KSITM). The donation
portal remained a plan B till such time it established its primacy through
improved performance.
However the plan B status threw open an opportunity for building self-
esteem and self confidence in the C-DIT team since CMDRF was an ongoing
project and donation portal an extension of CMDRF was looked upon as an
entitlement project which C-DIT should deliver. Posing of a challenge in
developing the donation portal along with a parallel scheme undertaken
by Tata Consultancy Services (TCS) team for KSITM triggered self-esteem
and motivation. The challenge was portrayed as an effort to prevent loss
of a natural extension of an existing project which was fairly well managed
by C-DIT.
The operational model proposed involved the following:
a) Adopting an inclusive strategy of multiple agencies to provide diverse
options to the donors

37
b) Carrying out a digital media campaign simultaneously to achieve

the outcomes
c) Adding new features continuously to improve outreach and
performance
d) Integrating with partners and resources outside C-DIT with
specialise strengths to achieve better results
e) Adopting appropriate infrastructure for horizontal and vertical
scalability
The C-DIT team after deliberations accepted all aspects of the operational
model except the (v)th component citing above inability to cope up with
un-familiarly technology challenges within a short notice.
iii. An intense war-room mode of continuous interaction cutting across the
various teams handling design and development, UX content,
communication and infrastructure was put in place. Three workshops were
organised to streamline the activities. Meetings were held daily including
holidays and two times a day when there were issues to manage. Eighty
three hours spend for review meetings from August 14th till the time
writing of the report. The project management sessions were synchronised
with frequent meetings with the Finance Secretaries Office and occasional
interactions with the Chief Minister’s Office. 29 WhatsApp groups19 were
created to handle communications across various stakeholders. Customer
feedback was consolidated and used as a major driver in re-design.
iv. Challenge 2: Coping up with the emotional surge following the public
action
The public action that was launched by the Government of Kerala and the
people to withstand the unparalleled natural disaster and to handle the
rescue, rehabilitation and relief was exceptional and this invoked wide
acclaim and esteem. Massive traffic on the CMDRF portal was a natural
outcome.
19CMDRF South Indian Bank, CMDRF Axis Bank, CMDRF Federal Bank, CMDRF IDBI, CMDRF Catholic Syrian Bank,
CMDRF HDFC Bank, CMDRF Treasury, CMDRF PNB TVM, CMRF Kerala IOB, CMDRF Dhanalekshmi Bank, CMDRF
Union Bank, CMDRF ICICI Bank, CMDRF State Bank, CMDRF Paytm, CMDRF Social Media, CMDRF Kerala
Government, CMDRF PayU, CMDRF Airtel Bank, CMDRF Paypal, CMDRF Kotak, CMDRF Donation Operation, CMDRF
Cyber Security, CMDRF Cyber Helpdesk, CMDRF Mobikwik, CMDRF Grievance Redressal.

38
v. The parameters of system performance generated during the period

starting 14 August is revealing. On 18th August the distribution of users on
the portal from 14th August is shown in figure 26. It rose to 1,80,000 on
16th August, 3,52,000 on 17th August and 4,20,000 on 18th August. Even
though the C-DIT tem had initially expressed difficulty in migration on to
the cloud seeing the response the team eventually agreed to this.
vi. A former C-DIT employee was identified as a resource, proposals obtained
from Amazon and migration was planned. On 18th August 2018 in the night
after the traffic declines. But 18th as the traffic shot up, the band width
and resources required exploited and the donation portal crashed by
afternoon. On 19th early morning migration to the AWS server was done.
The details of the AWS infrastructure established is provided in table 8
and figure 30.
Table 8: Cloud server configuration established for donation portal
Server Count Specification Date from Date To

Donation
Web Server 2 4 vCPU , 16 GB RAM 19-08-2018 20-08-2018
RDS with multi AZ 1 8 vCPU, 32 GB RAM 19-08-2018 20-08-2018
Web Server 6 4 vCPU , 16 GB RAM 20-08-2018 15-09-2018
RDS with multi AZ 1 16 vCPU, 64 GB 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

39
Figure 30: AWS infrastructure
Cloud Front
WAF
ELB
VPC
Web Server
6
5
4
3
2
1
VMs
6 VMs
Database
16
15
14
Server
2
1
VMs
16 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.

40
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
20180814
20180817
20180820
20180823
20180826
20180829
20180901
20180907
20180910
20180913
20180916
20180919
20180922
20180925
20180928
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

41
can get updated in the real time with complete traceability pursuing this
can help handling crowdsourcing accounts for rebuild Kerala in a
transparent, secure and traceable manner.
iii Systems for activating Stripe and Paypal accounts have been completed.
Integrating Stripe would help international payments and Paypal would
add further to the diversity of payment systems. Incorporating these would
help handling crowdsourcing accounts for rebuild Kerala in an improve
manner.
iv Cross border transactions from international agencies using methods other
than internet banking, credit cards and debit cards is still a pain point.
This could be addressed using SWIFT global payment innovation (gpi)
services. However this requires the Indian bank to subscribe to the service
full end to end tracking of cross border payments would be possible with
this. Only ICICI bank has this service in the country presently. This would
help handling crowdsourcing accounts to rebuild Kerala.
v Another option is to create virtual payments address (VPA) for the
consumers in an underlying bank account and making transfers to the VPA.
The bank can handle the NOSTRO triggers and facilitate settlement. This
could be an extremely useful solution for handling crowdsourcing accounts
for rebuild Kerala.
vi Extending the salary challenge in Government to the private sector is a
distinct possibility. The NACH based system is available. This could be
supplemented by combining UPI with e-Mandate which would make
repeated payments extremely convenient. Final Mile Consulting is
preparing a strategy based on behavioural sciences and cognitive neuro
sciences to support the Government of Kerala in this regard.
vii Along with the payment processing and handling settlements the donation
portal has a full-fledged social media – digital payment – cross channel
communication system linked to a Customer Relations Management (CRM)
system. This system could be productively used for rebuild Kerala
initiatives.
viii Profiling of the digital traffic on the CMDRF site has been done. Using the
Oracle Data Management Platform possible profiles for digital marketing

42
have been created. This could be leveraged effectively for rebuild Kerala
initiatives.
ix The integration of WhatsApp business platform with CMDRF has
tremendous potential. The notification capability of the platform was
sparingly used. This could be leveraged effectively for rebuild Kerala
initiatives.

43
ANNEXURES

44

Annexure 1
Reminiscences on implementation from the war-room – The
45
donation platform for Chief Minister’s Distress Relief Fund
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

Annexure 1
46
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

Annexure 1
47
The quantum of priority cases and percentage of application from the backward
districts also increases drastically from 1.57 to 31.09 and from 15.54 % to 17.23% as
indicated below
Outcome of BPR by type of application and backwardness of district
Attribute Before 2018 2018

Priority 1.57 31.09
Non –Priority 98.43 68.91
Backward district 15.54 17.23
Other district 84.46 82.77
The coverage of applications increased from 68,346 to 1,47,351 during the period
through multiple channels village office, Akshaya, web, mobile and at “Straight
forward Counter” in the secretariat. The number of decisions made (approvals,
rejections, GOs issued, DBT transfers) increased from 32,097 to 1,30,761 very clearly
demonstrating the overall effectiveness. The thematic distribution of the
applications for distress relief is provided below. The coverage of application along
various channels is as follows. The distribution shows a predominance of Tapal.
However online applications from the public, applications through Akshaya centres
and online applications from MP/MLA offices have registered a steady increase. The
profile of medical cases covering 90.25% accident death cases 2.72 and other cases
only 7.03. The social category wise distribution is SC 10.23% ST 1.05% and others
88.72%. The lower percentage of SC and ST is indeed a matter of concern, but is
partly caused by competing schemes of the SC & ST Department for medical support
and accidents. The profile clearly indicate that CMDRF has the potential to evolve
as a smart social security plan for marginalized linked to welfare pensions.
Transactions in CMDRF – channel-wise

Annexure 1
48
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

Annexure 1
49
Improvements during the next year

 Migration to completely Java based system using Agora framework
 Integration with the Kerala Communication System (KCS) - the
electronic communication channel connecting all department offices
across the State, for all government communications.
 Building a robust analytic engine using Hadoop framework.
 Analysis for identifying the continuous treatment required cases to
take the beneficiary to a regular support system like pension scheme.
 To achieve a modal time of 100 hours from receipt to disposal of
applications
 To conduct customer satisfaction survey
The application recently caught some attention when it became part of the
unparalleled public action against the worst flood in 100 years .The rescue relief and
rebuilding operations which brought the best out the polity, a proactive approach of
the bureaucracy and technocracy, the Police, Fire Force, Armed Forces and the
exquisite resilience and unity of the public exemplified by the bravery and gallantry
of the fisher folk. During 10 days the technical team at C-DIT built up a portal
linking 12 payment gateways and 12 UPI/QR Code/VPA and could manage 30 lakh
transactions with a very good response time of 5.2 sec. The application monitored
by the cyber dome, hosted on the cloud has a potential for transforming into a
product for crowd sourcing for Kerala’s rebuilding efforts.
[Dr.P.V.Unnikrishnan, currently the Strategic Advisor to the Kerala Department Innovation Strategic
Council and Consultant to C-DIT was formerly member of State Planning Board, Professor in Tata
Institute of Social Science, Mumbai and Research coordinator of Integrated Rural Technology Centre,
Mundur. He was also the founder Registrar of C-DIT, Director of Information Kerala Mission. His PhD
work is on the Strategic Management, Information communication Technologies in the third world
context. As Professor in Tata Institute he authored the National studies on Devolution Index in the
Country for 2014-15 and 2015-16. He also co-authored with Dr.T.M.Thomas Isaac in the seminal piece
“Kalliasseri Experiment in Local Level Planning” on 1995, which became the basis of the peoples
plan campaign.]

Annexure 1
50

Annexure 2
51
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

Annexure 2
52
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
Automotive Parts &…
Consumer Packaged…
Vitamins & Dietary…

Sports Equipment &…
Beverages
Autos
Regular
Gifts
Restaurants
Baby Food
Leisure
Organic
Computers
Coffee, Tea & Cocoa
Family Restaurants
RVs, Campers & Trailers
Snacks, Cookies & Candy

Annexure 2
53
Digital marketing dataset generated by Oracle DMP

ID Category Name Category Path Visitors Volume CPM Relative
Index
24744 Ages 18-20 Demographics -> Age 5700 34877100 $0.60 13%
34061 Ages 21-29 Demographics -> Age 12900 113478600 $0.60 -21%
34064 Ages 50-64 Demographics -> Age 51600 309348000 $0.60 16%
27002 Ages 65 and Older Demographics -> Age 53400 267178500 $0.60 39%
12 Yes Demographics -> Family 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%
5732 HHI: $60,000-$74,999 Demographics -> Financial 78600 270801900 $0.60 68%
5733 HHI: $75,000-$99,999 Demographics -> Financial 88200 454188000 $0.60 12%
5734 HHI: $100,000-$124,999* Demographics -> Financial 40500 244763700 $0.60 -4%
Household Income (USD) -> HHI:
Greater than $100,000
5735 HHI: $125,000-$149,999* Demographics -> Financial 36900 181467000 $0.60 18%
Greater than $100,000 -> HHI:
26381 HHI: Greater than $250,000* Demographics -> Financial 43500 263224500 $0.60 -4%
22598 Males Demographics -> Gender 40800 418714200 $0.60 42%
22599 Females Demographics -> Gender 27000 567930300 $0.60 -31%
3004 Other Vehicles In-Market 3300 2542200 $1.21 663%
6956 Financial Products and Services In-Market 71700 212415600 $1.08 98%
19 Retail In-Market 81300 459075000 $0.80 4%
17 Auto, Cars and Trucks In-Market 20100 324735600 $1.80 -64%

Annexure 2
54

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%
& Beauty -> Beauty
44069 Beauty Past Purchases -> Consumer 111600 642408300 $1.42 77%
& Beauty
44141 RVs, Campers & Trailers Past Purchases -> Other Vehicles 4200 31530600 $1.42 36%
44067 Health Past Purchases -> Consumer 98700 793593600 $1.42 27%
& Beauty
104055 Coffee Past Purchases -> Consumer 60300 500806200 $1.42 23%
Beverages -> Beverages ->
Coffee, Tea & Cocoa
104052 Coffee, Tea & Cocoa Past Purchases -> Consumer 60300 529847700 $1.42 16%
Beverages -> Beverages
44063 Health & Beauty Past Purchases -> Consumer 123300 1129327800 $1.42 12%
123738 Credit Cards Past Purchases -> Financial 66900 623391900 $1.42 10%
Products & Services
104049 Beverages Past Purchases -> Consumer 113400 1164245100 $1.42 -1%
Beverages

Annexure 2
55

Index
44099 Soda Past Purchases -> Consumer 80700 841899000 $1.42 -2%
104045 Pet Supplies Past Purchases -> Consumer 75900 797386200 $1.42 -3%
104066 Organic Past Purchases -> Consumer 3600 37893900 $1.42 -3%
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%
75329 Family Restaurants Past Purchases -> Services -> 8100 92673000 $1.42 -11%
Restaurants
44078 Food & Beverages Past Purchases -> Consumer 133800 1532942400 $1.42 -11%
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%
Beverages
104043 Breakfast & Cereals Past Purchases -> Consumer 53400 704446800 $1.42 -23%
Beverages
44106 Snacks, Cookies & Candy Past Purchases -> Consumer 86700 1148963100 $1.42 -23%
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%
& Beauty -> Health -> Vitamins &
Dietary Supplements
104056 Diet Past Purchases -> Consumer 17700 303854100 $1.42 -41%
Beverages -> Beverages -> Soda
44068 Vitamins & Dietary Supplements Past Purchases -> Consumer 18000 312028500 $1.42 -41%
& 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%
Beverages -> Beverages -> Soda
104080 Energy & Sports Drinks Past Purchases -> Consumer 9600 500372400 $1.42 -80%
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%
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%

Annexure 2
56

Index
569551 Mobile Technologies Business (B2B) -> Company Past 23400 144933600 $2.50 17%
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%
569550 Medical Business (B2B) -> Company Past 19200 127165500 $2.50 10%
569519 Business Intelligence Business (B2B) -> Company Past 23400 159366600 $2.50 7%
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%
569524 Communications Technologies Business (B2B) -> Company Past 27600 194763600 $2.50 3%
569522 Collaboration Business (B2B) -> Company Past 24600 174851400 $2.50 2%
569557 Project Management Business (B2B) -> Company Past 19500 139221000 $2.50 2%
569555 Procurement Business (B2B) -> Company Past 11100 79537800 $2.50 1%
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%
569566 System Analytics & Monitoring Business (B2B) -> Company Past 21600 156693000 $2.50 0%
569528 Database Management Software Business (B2B) -> Company Past 25500 185757000 $2.50 0%
569540 IT Governance Business (B2B) -> Company Past 23400 170551800 $2.50 0%
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%
569532 Enterprise Content Business (B2B) -> Company Past 25500 187710600 $2.50 -1%
569552 Network Computing Business (B2B) -> Company Past 28800 214393800 $2.50 -3%
569542 Manufacturing/Engineering Business (B2B) -> Company Past 12900 96198000 $2.50 -3%
569567 System Security Services Business (B2B) -> Company Past 24300 181285800 $2.50 -3%
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%
569569 Visualization Software Business (B2B) -> Company Past 24900 188213700 $2.50 -4%
569538 Infrastructure as a Service (IaaS) Business (B2B) -> Company Past 24300 186518400 $2.50 -5%
569562 Software (Basic) Business (B2B) -> Company Past 29700 228347400 $2.50 -6%
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%
569527 Data Center Solutions Business (B2B) -> Company Past 23700 195158400 $2.50 -12%
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%
569568 Travel and Expense Management Business (B2B) -> Company Past 9000 90497700 $2.50 -28%
569553 Philanthropic Business (B2B) -> Company Past 4200 58950000 $2.50 -48%

Annexure 2
57

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%
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%
Finance
356889 Accounting & Auditing Business (B2B) -> Industries & 4500 41806800 $2.50 -9%
Finance
358064 Insurance Business (B2B) -> Industries & 3300 83714100 $2.50 -67%
Finance

Annexure 2
58

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%
Manufacturing
359530 Machinery Business (B2B) -> Industries & 5100 54964800 $2.50 -4%
Manufacturing
359400 Consumer Goods Business (B2B) -> Industries & 3300 36652500 $2.50 -6%
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%
357079 Retail Business (B2B) -> Industries & 14700 255806700 $2.50 -23%
356816 Vice Presidents Business (B2B) -> Roles -> 7500 80936400 $2.50 96%
Managers -> Executives
356814 Presidents Business (B2B) -> Roles -> 7200 78360000 $2.50 94%
356812 C-Level Business (B2B) -> Roles -> 9900 115190100 $2.50 81%
359393 Board Members Business (B2B) -> Roles 4500 62851200 $2.50 51%
356804 Business Owners Business (B2B) -> Roles 9900 203208600 $2.50 3%
356819 Middle Managers Business (B2B) -> Roles -> 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%
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%
1399503 Print Receipt* Government of Kerala DMP - 11700 11700 - 1%
1399495 Home* Government of Kerala DMP - 64800 65100 - 0%
1399504 Statistics* Government of Kerala DMP - 15300 15600 - -1%

Annexure 3
59
Annexure 3
WhatsApp Bot
Receipt Printing For Donations: Govt. of Kerala has launched a new service for helping
citizens to download the receipt of donations from the official WhatsApp number
+9188600600. This new initiative is to help citizen use the service to save the copies
of the receipt for 80G income tax exemption. The service will be available for
customers who have remitted money in cash, by Cheque/Demand Draft, from bank
accounts through bank transfer, RTGS/NEFT/IMPS, Paytm/ UPI/QR Code/Mobile
Wallet/VBA/mobile banking etc. The flow chart and screen short are shown below.
Flow chart for WhatsApp Bot

Annexure 3
60
1. QR code/UPI/PayTM/VPA/Mobile Wallet

Annexure 3
61
2. RTGS/NEFT/IMPS

Annexure 3
62
3. Cheque/DD

Annexure 3
63
4. Cash

Annexure 3
64

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

Annexure 4

Annexure 4
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 14 th
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

Annexure 4

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

Annexure 4

100135 16th 19th
Promote To
Aug Aug
Donation
Page
Post 11569 16th 19th

Promotion Aug Aug

Annexure 4

Promote Page 44736 Post 21st Aug 21st
Aug
Promote Page 24051 16th 19th

Like Aug Aug
Post 9386 18th 18th

Promotion Aug Aug

Annexure 4

Post 33619 18th 19th
Promotion Aug Aug

Donation Aug Aug
Page

Donation Aug Aug
Page
NRI

Annexure 4

CMDRF SBI 78678 20th 21st
QR Code Aug Aug
Poster
Download
(Total 750 Downloads
in a day)

Donation Aug Aug
Page
Promote To Donation 407468 26th 30th

page Aug Aug

Annexure 4

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

Annexure 4
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

Annexure 4
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

Annexure 4
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.

Annexure 5
77
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 aiby.ikm@kerala.g 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 asharsrit@gmail.c https://www.linkedin.
om com/in/asha-rs-
a151811a/
7 Lijumon R Programmer C-DIT lijumonchowalloo https://www.linkedin.
r@gmail.com 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 Manikkoth 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-

Annexure 5
78
Sl
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 dilsha@gmail.com https://www.linkedin.
Manager Forward com/in/dilsha-s-
4a508037/
5 Sujith M Technical CMO Straight suji.ndgd@gmail.c https://www.linkedin.
Officer Forward om com/in/sujith-m-
74612556/
6 Sreejith S Project assistant C-DIT sree3050@gmail.c 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/

Annexure 5
79
Sl
No
3 Biju SB HOD Web C-DIT bijusb@gmail.com 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 Krishna Kopalle Founder - DigitalInterakt kk@digitalinterakt https://www.linkedin.
Director .com com/in/krishnakopalle
/
5 Nagaraju Alluri Solution DigitalInterakt nagaraju.alluri@di https://www.linkedin.
consultant gitalinterakt.com com/in/nagaraju-
alluri-38402798/
6 Kiran Kumar Akunuri Implementation DigitalInterakt kirankumar@digit https://www.linkedin.
Specialist alinterakt.com com/in/kiran-akunuri-
29bbb7147
7 Hitesh pothukuchi Implementation DigitalInterakt hitesh@digitalinte https://www.linkedin.
Specialist rakt.com com/in/hitesh-
pothukuchi-ba957560
8 Javier Mata CEO Yalochat javier@yalochat.c https://www.linkedin.
om com/in/javier-mata-
86765427/
9 Deepak Ravindran Founder- Pirate Yalochat d@yalochat.com https://www.linkedin.
Fund com/in/deepakravindr
n/
10 Fred Allen VP Engineering Yalochat fred@yalochat.co https://www.linkedin.
m com/in/edwinalenz/
11 Mahesh Govind Founder Digiledge mahesh@digiledg https://www.linkedin.
(Blockchain e.com com/in/mahesh-
Startup) govind/
12 S. Balasubramanian CEO IdeaRocket bala@idearocket.i https://www.linkedin.
n com/in/bsubramanian
/?originalSubdomain=i
n

Annexure 5
80
Sl
No
13 B R B Puthran Founder IdeaRocket puthran@idearoc https://www.linkedin.
ket.in com/in/b-r-b-puthran-
1207198/
14 Alan Jose CEO Imtell alanjose@imtell.in https://www.linkedin.
com/in/alan-jose-
24625945/
15 Nageena Vijayan Director Imtell nageena@imtell.in https://www.linkedin.
com/in/nageena-
vijayan/
16 Sachin Gracious CEO Computing sachingracious@g https://www.linkedin.
Freedom mail.com com/in/sachin-
Collective Pvt. gracious-a1952a62/
Ltd
17 Roy V Mathew Managing Stark roy.mathew@star https://www.linkedin.
Director Communicatio k.in com/in/roy-mathew-
n Ltd 1b33902b/
18 Thomas George Associate Stark thomas.george@s https://www.linkedin.
Director Communicatio tark.in com/in/thomas-
n Ltd george-77762714/
19 Deepak George CEO Thought deepak@thoughtr https://www.linkedin.
Ripples ipples.com com/in/deepakcgeorg
e/
20 Rajesh Balan Project OrisysIndia rajesh.balan@oris https://www.linkedin.
Manager ys.in com/in/rajeshbalan
21 Biju Dominic CEO Final Mile biju@thefinalmile. https://www.linkedin.
com com/in/biju-dominic-
5a08764/

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Reminiscences on implementation from the war-room

– The donation platform for Chief Minister’s Distress Relief Fund i

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

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

The Finance Department Government of Kerala had entrusted the responsibility of

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

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

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

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

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

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

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

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

Table 1 Details of gateways integrated 9

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

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

Figure 1 Illustrative timing of project activities till date 2

Figure 2 Distribution of project activities by category 3

Figure 3 Architecture for CMDRF donations 4

Figure 13 Day wise social media activity 25

Figure 14 Week wise social media activity 25

Figure 15 Integration of data sources in Oracle DMP 26

Figure 16 Age and gender wise distribution of visitors 27

Figure 17 Relationship wise distribution of visitors 27

Figure 18 Education level distribution of visitors 27

Figure 19 Job wise distribution of visitors 28

Figure 20 Profile of visitors across geographies 28

Figure 21 Top cities audience wise distribution of visitors 29

Figure 24 Distribution of device preference wise visitors 30

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

Distribution of audience on the portal during August

Figure 29 Screenshots of SIEM on incidents identified 35

Figure 30 AWS infrastructure 39

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

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

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

1 Shibu Manikkoth Programmer C-DIT

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

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

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

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

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

The overall portal architecture comprised of a donor registration and payment

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

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

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

Challenge 1: A contingency plan status

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

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

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

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

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

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

Reminiscences on implementation from

2. Seventy-two features in two months

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

SSL Certificate Integrated for…

South Indian Bank Gateway…

Federal Bank Payment Gateway…

Airtel Payments Gateway…

Facebook page creation

Google Ads launching

State Bank of India UPI Activation