This exploratory paper presents two British local governments in-depth case studies on the organisational determinants influencing the Citizenship Relationship Management (CiRM). Eight main organisational determinants have emerged as a result of the cross-case analysis. The determinants influencing the CiRM implementation might be on the surface look similar to the common CRM determinants but they are fundamentally not. This might be explained by the overwhelming impact of the interpersonal dynamics of the implementation process generated by the public. It can also be concluded that there are enormous amounts of successful CiRM implementation determinants available in the literature. These determinants will always be subjected to where and how CiRM has been implemented and it varies according to what organisation.