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Currently, the portfolios of OPS officers are rather mashed up as the work usually overlaps and there are benefits in officers having a hand in almost everything. To put it nicely, we do not draw boundaries. But to the very structured mind, it may appear that the officers do not have defined portfolios, and may result in uncertainty on terms of specific responsibilities of the officers.

I think this is one area we can work on to better define roles and responsibilities. This would also facilitate new officers assimilate into their roles.

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To identify the tangible value add and get partners to do more for tripartism

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improve organisation for some work processes

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improve organisation for some work processes

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within sensing: we have moved our files onto teams cloud which is an improvement of KM in 2024 (-: now we have to find a platform to do code sharing and document more of the things that we have discussed

within oppd: we also share files across the different teams, and currently it is through emails/teams. for better KM and ease of accessibility, maybe we can create a OPPD teams channel and drop required files into it?

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Providing data insights/analytics with high relevance      and in timely manner

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Providing data insights/analytics with high relevance      and in timely manner

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We answer many complex employment queries - how will future generations know what we have said?

We have started w a mailbox-KM in 2024; hope to continue to improve and build on it in 2025

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To improve the process of assessing each company’s PO status such that it is more efficient

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for the team to gain subject expertise of the WFL as we will eventually train and support the frontline/ops teams staff and while WFL is a big piece of legis, each team member has a specific area of expertise and we can continue supporting each other in the year to come :) to also KM the positions of WFL well for future gens

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We work on tight deadlines on key workstreams and at times multiple projects. How might we get better clarity and guidance on the dept outcomes for better alignment. All teams have worked hard in FY24, celebrating small wins on our key milestones is helpful for other OPPD teams to know/learn each others work and achievements.

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Overall, for all teams, my hope for the new year is to achieve:

R - Rigor, to sustain rigor in how we analyse in the face of complexity and time pressure

O - Optimization, to optimize how we work given the heavy workload and time pressure

and

R - Resilience, to not be disheartened in the face of challenges or setbacks

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The team’s camaraderie has always been a strength, and in FY25, we will continue to build on it to drive meaningful outcomes.

1) Build team’s wisdom in performing preliminary assessments

2) Sharpen our intelligence on potential retrenchment exercises so that we can anticipate shifts early and take proactive steps where needed

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Put retrenchment issues to bed and return the portfolio to its steady (read: not on fire) state

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Put retrenchment issues to bed and return the portfolio to its steady (read: not on fire) state

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"And in case I don't see you, good afternoon, good evening and good night!"

Hope to also share more knowledge of the portfolio with teammates (though Theresa already got an unexpected crash course - thanks for covering for me!)

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Definitely the team’s biggest goal/achievement for this year will be the WFL 2nd bill. Especially since so many of the issues that are going into this are challenging, requiring countless meetings at various levels, hundreds of slides with various versions, plus having to manage multiple stakeholders and their (sometimes changing) views 🫠

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Looking forward to build interactive dashboards to replace our current manual way of creating charts for regular reports - also frees up our time to focus on our DA projects :)

Also participating in cross-divisional DA projects is an opportunity for us to learn from other DAs in MOM and how they work

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Better knowledge management such that everyone in the team can find info as and when needed

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I hope that we have a chance to work on projects related to policy effectiveness and time series forecasting

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To work on improving the processes in the prelim assessment for deciding whether coys are POs

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Hope that the 2nd bill can be done this year and that we will be able to continue supporting this effort so that implementation will be smooth.

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Agree to refine and work closely together. Officers to clarify if work scope is unclear.

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PW:

1) work with sensing team to develop tools that can conduct basic desktop research/collect data from coys' apps that approach us for prelim assessment so that we have a base to work with - makes prelim assessment process more efficient

2) explore having a holistic view of dispute management matrix across all types of workers (employees, PWs, SEPs) so that we can draw comparisons and be clear about the different handling approaches

Retrenchment:

1) zero incidents

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DA Projects:

Explore collaboration with specialist teams, e.g. work with ED to analyse effectiveness of ESE's communication/ enforcement efforts

KM:

how to document intra department communication

standardise data source for analysis done by group