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In terms of training for officers: To align procedures on conducting of case-specific interview and have more role playing so that officers in both investigations and licensing are on the same page when it comes to the approach and adaptation of best practices. That way it gives everyone the platform to provide feedback on the approach.

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Areas change:
1. consider officers' current workload before assigning new work.

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To Change: Most of the comms to parents are done through centres currently, which may sometimes cause confusion as to who the sender of the messages are. There may also be potential miscommunication along the way. MOE has a "Parents Gateway" system to communicate directly with parents.

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Specialization Team (Licensing & Investigation):
- Licensing: Work load seems to have increased due to increase in centres assigned to LOs.
- Investigation: Work is now more focused (e.g. time required for viewing of CCTV footages) without having to attend to phone calls and enquiries. However, there are also more cases that officers have to investigate and look into.

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Done well:
1. Supportive to new initiatives.
2. officers do not 'draw lines' - helped each other.

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Parameters in CMS for placement matters [e.g. fees]

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To keep: Team work instead of individual effort. The team will come together to discuss cases and arrive at common understanding of the direction to take so as to avoid abortive work. Particularly helpful for newer officers to learn from others/ past cases to eliminate potential biasness.

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- Relationships among colleagues in R&S is generally quite good. Everyone is nice and willing to spend time to teach and nurture people.
- WFH has made it challenging to connect with colleagues, especially for new officers. Nonetheless, colleagues are looking out for and supporting one another.

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Done Well:
- Department members are very resilient
- Responsiveness of members (e.g. quick to respond to help each other)
- Positive disposition

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- When facing exigencies at work, we should refrain from complaining, but rather understand the circumstance of the situation to complete our work.
- We should be firm and continue to do our due diligence; have "backbone" in responding to parents' demands/requests.
- Resiliency and willingness to work before/after hours

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Done Well:
- Flexible (in terms of clearing time off)
- WFH practices (e.g. saving on travelling/transport time)

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To Keep: Good working relationship among colleagues; people are very open to sharing with one another their knowledge, experiences and submission templates which makes working more efficient and effective.

The team comes together for casual gatherings/lunch/discussions, even if it's virtually, to build camaraderie and remind ourselves that we are not in this alone.

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Done Well:
1. Trust among colleagues which allowed everyone to work flexibly.
2. Rapport with operators which helped to get them to cooperate.
3. Recognition of officers' work.
4. Circulars to parents to explain current policy position and rationale behind it.

Areas to change:
1. Back to normalcy - work during working hours.

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Done Well:
- Cleared responses that LOs can adapt (e.g. COVID responses shared by Hwee Keow)
- Phone App can set working hours (i.e. operators/parents cannot call us after hours). No need to use own mobile

Areas to Change:
- Clearer guidelines on types of feedback sent to LOs (e.g. custody/divorce, fee disputes, employment practices)
- Streamline templates and processes for submissions
- For officers to refer to a set of templates/repository for cleared replies/responses
- Go electronic to manage work (e.g. iPad)
- Cut down on administrative work (e.g. collection of documents, Checking of SOPs)
- Simplified disengagement process
- More support for placement requests, especially special needs placement requests
- Allow other departments to self-help for information from CMS/ONE@ECDA
- Phone app troubleshooting does not work (e.g. calls on speaker mode only, cannot pick up calls)
- Review project groups with external agencies (how to reduce workload for officers if manpower is being reviewed)

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To Keep: Being flexible and open to adapting to new and more streamlined work process.

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Areas to Change:

1. Placement (PSP) information should be updated by class levels
2. More self-regulation for regulatory applications by operators
3. Statement template should be consistent

Areas to Keep:
1. Flexible working hours

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Done Well:
- Supportive peers and bosses/ROs
- A designated buddy to help new officers

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Areas to change:
- Provide career guidance to CSO regarding the areas that come under R&S's purview.
- Cut down on enquiries escalated to R&S officers regarding IT support.
- Improve on work processes for placement requests.
- Improve on work processes from other departments requesting for information on Centre's information, adverse records, etc.
- Help parents/MOP understand the boundaries and areas that come under our purview when they send in an enquiry, appeal and/or request.
- Self-help guide (e.g. Ask Jamie) for preschool enquiries on C+ cases.
- Encourage centres to update PSP in a timely banner on enrolment availability.

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- Open and clear communication between IT and LT

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Areas to change:
1. Conducting visits with ipads - no need to print documents.