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Overview and planning for outreach using data analytics to plan & strategies, ensure divisions are working towards KAA.

Guiding on divisional workplan

Pick up trends & improvements to be made in capturing PHV case notes through endorsement

Walk the ground (e.g., SO team walk, buddy attachment) but with certain necessary objectives

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1. Onboarding to qualification

2. Knowledge quiz - always having to haunt SGAs to complete

3. HOTO system

4. ID tag retrieval/exchange between HQ and SO

5. Account deactivation (SEA/wizlearn)

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1. Seniors Centric work - going the extra mile to deliver and collect forms from seniors. However SGO should only support seniors

if there is absence of NOK in the family unit.

2. Support seniors in role such as MET.

3. Involvement of SGAs with FUA - allow SGAs to feel the impact of their work.

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Oversee SGA related events (e.g. learning days, bring-a-friend day, etc.)

Oversee the SGA health/retention of all division to recruit and train SGAs to complete learning journey

Coach S/DLs in managing SGAs

Oversee buddy programme to try to convert buddies to SGAs

Monitor & improve the no. of qualified SGAs. See through qualifications of SGAs (some DHs also conduct final assessment/CR)

Ensure continuous SGA engagement & development through working with VM reps/SDLs & progress tracking

Ensure effective management of VM along the VM pipeline

Incident Management: Provide guidance and Follow-through with IR.

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Support and remind staff to go for trainings

Coordinate trainings to SGA

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Work with VM reps to delegate

Overview and monitoring:

Welfare and learning

Recruitment and PSGA pipeline

Competency

Manpower

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Planning of outreach / priorities

P&D / Scheduling & deployment of SGAs/DLs

Monitoring of weekly ops targets

Mass walks (conducting and participating)

SEF approvals

Disseminate instructions from management

Covering ops (filling in for absence/lack of manpower)

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1. Networking and fostering of relationship with the community partners

2. Case discussion with stakeholders and partners

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1. Retention, handholding, build rapport, foster friendship/partnership between SGAs

2. Recruit friends, warm leads

3. Recognising and affirming efforts and encourage SGAs to lead younger SGAs

4. Pitching

5. Prep workshop

6. TLC to SGAs

7. Managing events like learning day/bonding day

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Collaboration and relationship building; being the POC

FS Coordination

Case discussion

Community events

Adhoc catch ups

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·       For PHV engagement, setting up systems to monitor numbers across divisions.

·       To redeploy staff/SGA across divisions and SOs – Planning for reinforcement.

·       Broad planning at SO Level, in terms of the target to hit KPI

·       Resource planning /Start early

·       Walk with purpose

·       Lead by example, Strategy

·       Nimble/adjust when necessary

·       Ensure quality of case notes

·       Pick up trends/sentiments

Gather + distill views from the ground to HQ influence policy.

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1. Data - using data to plan outreach

2. Planning and deployment - generate SS

3. Preparing of AAGs and collaterals

4. Scheduling of SGAs

5. PHV engagement

6. Issuing of tablet and ID tags

7. Disseminate info

8. FS and site recce

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oversight, drive performance, efficiency & outcomes on cluster level

Deployment priority

Supervise/Direct PHV- Planning of strategy

Overcome challenges

Interact and align with HQ

Ensure Balance of ideas and impact to ground

Oversee KPI accomplishment

Staff inputs for SGo engagement modality

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To explore and front engagement with community partners, and lead projects

Organising networking session with community partners

Stakeholder management, relationship building

Bridge partners and team members

Handhold SDLs in maintaining or building the partnerships

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·       Leading and managing community partners.

·       Develop new partners.

·       Support and enhance value with partners. To add value to our work.

·       Looking at collaboration projects.

·       Account manager.

·       Managing conflict among partners (e.g. advisor feels that AAC is not capable, ask for redesign of AAC boundary).

·       FUAs are closely monitored and closed within timeline

·       Provide guidance during case discussion

·       Identify opportunities to collaborate with partners, to serve seniors better.

·       Upkeep and broaden network

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·       Increase sources of recruitment – look for other sources of volunteers/channels such as corporate. Encourage SGA referrals.

·       Ensure SGAs move through the onboarding stages – pipeline management.

·      Finding trends/gaps in the SO and sensing the SGAs’ needs - Formulating plans for retention based on their needs.

·       Recognition – working close with HQ to implement existing plans.

·       Cascading information to volunteers.

·       Explore other sources of volunteers/channels such as Corporate. We also encourage SGA referral.

·       Monitor and do analysis of OPA trends, monitor OPA for active SGAs as it have impact on the Ops. Analysis. Staff may be very comfortable to get the same

·       Drive capability building of SGAs

·       Guide staff to reframe that this is not an employer-employee relationship (a number of SGAs are also seniors.)

·       Enhance/bond with SGAs. Ensure timely certification of PSGA.

·       Conflict resolution

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manage VM pipelines and turn up of SGAs

Look into outcome of Sga management and journey

Source and look out for ground opportunities

Strategies, explore new channels of recruitment

set direction

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·       Looking at trends, emerging needs e.g. some divisions may have fall risk. Tease out where are the emerging trends.

·       Engaging stakeholders to better support the seniors e.g. fall risk, assisted living project for south clusters.

·       Ensure and providing guidance for staff working with RHS (NHG, TTSH) where staff can put in cases for discussion. Whether senior require support for Com nurse.

·       FUAs are closely monitored and closed within timeline

Provide guidance during case discussion

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Monitoring of FUAs Aging status in SEA

Identifying potential FUAs during approvals (plugging any gaps of DLs/SGAs)

Handling of QSMs and delegate FUA cases to DL; track and monitor follow up progress

Liaising for case discussions (division/cluster level)

Provide guidance for cases when necessary, else, escalate to DH if needed

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Lead case discussions with the team and provide guidance on care coordination, to ensure timely case closure and prevent burnout of staff.

Capability building for case sensing and care coordination.

Track and monitor FUA progress and ensure the closure of cases.

Identifying at-risk cases where senior potentially needs help during endorsement phase and ensure the follow-through.

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Look at how to work with partners to further leverage on them and drive SGO’s desired outcomes in SE, VM and FUA

Engagement of partners and build rapport, build win-win collaborations

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Approve eForms

Perform PDD for staff, manage staff development and team dynamics.

Manage staff's leave

Overview of CRM and covering for staff

Be involved in official HR interviews

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·       Compliance, governance of policy HQ (e.g. grab, OPA, ID tag, T-shirt)

·       Finance marksmanship – use the funds wisely. E.g. cost centre change, ECD funds.

·       Safety, wellness, welfare – leave management, WAO, transport claim, staff appraisal.

·       Manpower management – recruitment, development.

·       Promote staff development

·       Ensure effective SOs

Administrative such as compliance to procurement, data security, WSH, office maintenance, logistics.

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Update, curate, and implement revised care coordination workflow and processes

Guide and ensure SOs identify, case sense, refer cases to relevant service providers accurately

Bring feedbacks from SOs and partner with training team to upskill SO staff and SGAs's with good case sensing and care coordination competencies

Conceptualise new platforms, programmes, and targeted training, to better equip Staff and SGAs with the necesssary knowledge and competence to sense, traige and support seniors' last mile delivery through FUAs

Arrange periodic/regular case discussions with clusters and SOs

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building of culture, values, process and systems

Exercise management abd organisation- may need to develop cluster centric tracking or monitoring mechanism

Align of strategic outcomes, efficiency, opportunities to drive better performance

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facilitate know how on care triage/resource

Adoption of know how

Ensure FUA KPi fulfillment

Build partnership and develop care protocols

Align with HQ and work with partners

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Finding new ways to recruit, recognise & retain SGAs.

Build new capabilities in case sensing and skills.

Provide useful data insights on volunteer figures.

Study impact of new IHL pipelines on SOs.

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extract data from IRMS and SEA

Develop digital and tele engagement capabilities with ServiceSG

Provide digitalization and skills and capabilities and application

Ensure systems are ready to support business ops

Ensure funding for digital engagements

SEA enhancements to ensure efficiency and effectiveness of ops and FUA tracking

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Lead in new partner collaborations and data sharing

Manage GRA framework and assist SOs on engagements

Facilitate case processes & protocols to other agencies

Support GRIT and ASG efforts at AACs

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Admin

Contact point for HQ disseminating info to SOs (simplification of info)

Identify gaps in staff -> send for training/ gatekeeper (review necessity of courses suggested by staff)

Centralised services

bridge between teams & HQ

Through data/ SEA champs, consolidate ground feedback

Provide feedback on Teams

To monitor the SGAs in collect stage

Ensure compliance

IT/ Framing/ Systems

align the systems to SGAs, learning journey

Comments:

staff development (training for DL/SDLs), applied learning

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Recruiting SGAs to support PHV outreach through IHLs, corporates and community

Learning and development of new staff and SGAs

Positive and quality support

Alignment of Ops model with FUA mapping

Developing new engagement modalities

Preparing system enhancements

Analyze data

Develop new ops model

Monitor and track operational progress and KPIs

Creation of “tools” eg collaterals