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Create a physical power packed artefact to showcase your team’s reflection.

Create a bite-sized video (<60 sec) to explain your artefact

Take a photo and upload your artefact and video onto this wall.

Please put your group's name e.g., LPET 1, MDL 2, Tfl 3 as the title. One post per team, please!

You may use TikTok or Instagram to help you create/beautify your videos

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In your groups, reflect on the following questions:

[Relationships and Processes]

What went well?

What could be done better?

[Outcomes]

What went well?

What could be done better?

Please put your group's name e.g., LPET 1, MDL 2, Tfl 3 as the title. One post per team, please!

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In your groups, jot down your points to these questions after the gallery walk.

1. See

- What did you notice during the gallery walk?

- What stood out or was done differently from what you expected?

2. Think

- How has the team's work contributed to the EdTech Master Plan 2030?

- Where do you see synergy with your team’s work?

3. Wonder

- What areas should ETD focus on in 2026?

- What new collaborations could we explore?

- Note one approach you/your team would like to adopt.

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What went well?

We tinker with key features of each SLS release/update, including AI-enabled features, and reimagine and produce JIT professional learning resources, with greater emphasis on pedagogical and ethical considerations of AI use.

Our team worked well together and embraced changes with agility and worked towards a common goal.

Love our team meals, house-hopping and picnic at barrage! :))

What could have done better?

To be ahead and better sense of international edtech trends to inform focus areas and provide timely support.

Greater synergy between branches in exploration of edtech trends and PL support.

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What went well

Involving other divisions

Clearer roles and responsibilities for DRIs

R2.1 and 2.2

What could be done better

Engaging teachers and students

Streamlining AIEd and SLS

CV1 paper pending

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[Relationships and Processes]

What went well?

Team worked with a range of diverse stakeholders and were able to institute comprehensive reseearch processes.

What could be done better?

Determining which projects should be pursued and recruitment of user testing pool.

[Outcomes]

What went well?

Launch of feature flag and refreshed SLS homepage.

What could be done better?

Sharing of UX research with other teams, explaining the value of UX for good product delivery.

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[Relationships and Processes]

What went well?

being grounded in terms of why our team thinks we are doing certain things

we try to be more engaging in terms of presenting the refreshed e-Ped, thinking from teachers pov, emphatised with the ground

being adaptable to feedback

What could be done better?

we could have engaged some key partners along the way, we could have started the processes earlier

planning of the timeline more in advance

[Outcomes]

What went well?

Our output - refreshed e-Ped! :)

We influence teachers' practice through our work with CTLEs

The JCCI platform allows us to influence practice

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What went well

Teamwork

Streamlined processes

Proactiveness to contribute

Adaptability & Agile

Partnerships with more partners and stakeholders

Open to opportunities, to seize them

Creativity & innovation

Development processes

Shared values (Willingness to problem solve)

What can be done better

Still have some processes that can be improved due to new partnerships

Communications

Clearer expectations amongst stakeholders (what needs to be done, what needs to be delivered)

Timeliness

Uncertainty of end product, leading to uneven understanding

Clarity of the workpiece, clarity of the members’ roles and responsibilities

Consistency

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Relationship and processes

+Successful transition (SLSxAI)

+More partnerships - strengthen user design processes

+ strengthen partnerships with C&E and SPPE

- improvement is people dependent (not structured)

Outcomes

+ Roll out more AI features

- to increase more COTS rather than building from scratch

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Task 1a:

a) SLS data team has achieved more this year eg migration to EduHub; won the Visualthon Award.

b) Approval of extension of SLS development budget

c) Healthy budget utilisation rates

d) Tighter team collaboration

To improve:

a) knowledge management

The team has bonded well together and reached mature state.

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“Lock arms with one another. The stronger your bond, the more you can accomplish.” — A moment where the team literally works together to overcome an obstacle, symbolizing the strength of unity and mutual support. [Marvel Thunderbolts]

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TfL02 (Ops & Partnerships and Integrations)

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TfL02 (Ops & Partnerships and Integrations)

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[Relationships and Processes]

Done well:

~Simplify processes for whitelisting of external websites

~Leveraging JIRA for monitoring of AIEd bugs with customised dashboard

Do better:

~Improve wait time for evaluating external vendors

[Outcomes]

Done well:

~ Leverage AI to create an app that helps teachers upload HTML interactives

Do better:

~Explore Agentic AI for work processes

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What went well

(i) Outcomes

Hired a new cameraman, with another joining soon.

Successfully completed the WPS.

Achieved 100% safety at work — no injuries throughout the period.

(ii) Processes / Relationships

Built a new friendship with Raafik.

The team grew closer and more united through shared purpose and camaraderie.

Refined our work processes and finalised production set roles for greater clarity and efficiency.

What didn’t go so well

(i) Outcomes

Communication across units needs to be strengthened to ensure smoother collaboration.

(ii) Processes / Relationships

Scheduling can be improved by including more factors beyond slot allocation — such as consideration for branch-level work.

When feeling unwell, officers should wear a mask even if symptoms are mild.

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Our lantern is the UXD bat signal — shining clarity, creativity, and purpose to unite everyone behind better design.

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Thinking - Human effort

Production - Technology effort

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[Relationships and Processes]

What went well:

Team communication has grown stronger, fostering smoother collaboration and quicker alignment.

SEAB productions were completed on time, reflecting excellent planning and execution.

What can be enhanced:

Talent coordination can be further optimized. Early updates about VO artistes’ availability, will help us adjust schedules more efficiently and make the most of our studio time.

[Outcomes]

What went well:

All deliverables met expectations and were submitted punctually.

Feedback from stakeholders was encouraging, highlighting the team’s professionalism and quality of work.

What can be done better:

Introducing a more structured review process could help us catch refinements even earlier.

Strengthening contingency planning will allow us to adapt even more smoothly to last-minute changes.

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What went well....

[Relationships and Processes]

i. Relationship

1. Maintained clear and consistent communication with Producers, ensuring smooth project coordination.

2. Fostered positive working relationships within the team by being approachable, reliable, and open to feedback.

ii. Process

Had briefings with respective Producers to ensure clear understanding of project requirements.

Proactively clarified any uncertainties before starting each project to ensure alignment on expectations.

Actively sought and incorporated feedback after completion, which helped strengthen collaboration and improve final outcomes.

iii.Outcomes

Successfully completed 4 projects (July to Sept):
• 2 SG Scenes
• 31 Knowgets Distinction e-certificates
• MDL animated tag
• WPS 10-page printed postcards with wrapping band

Delivered design materials that met client objectives and adhered to brand guidelines.

Successfully created 3D arrow animations in After Effects for the CRT Science project that accurately matched the Producer’s and Client visual concept. (Project is still on-going)

All projects were completed within the given timelines and received positive feedback from both clients and the internal team.

For example, the WPS printed postcards project was completed within two days despite being a last-minute request and received compliments from the Producer for my exceptional dedication and efficiency.

Could be done better

i. Outcomes

The CRT Science video has undergone multiple revisions — approximately 12 rounds of changes since April — and is still ongoing.

Some projects are still pending completion due to ongoing feedback or awaiting producer/client confirmation.

ii. Processes

The CRT Science project was shown to the EO on 9 October (Fri), followed by the client viewing on 13 October (Tues), resulting in a tight turnaround for revisions.

It would be beneficial to review the animations with the EO earlier in future projects to allow more time for refinements and avoid last-minute edits.

iii. Relationships

Experienced minor miscommunications during the revision process, which occasionally affected timelines.

Will continue to improve clarity in communication to ensure smoother coordination with all stakeholders.

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DLTS

What went well

1. Basic literacy video, partnership with MDL,

2. Tabled with AI Literacy at CDC, refreshed DLTS Guide

3. Worked well together

4. Established good working relations with other divisions

5. Good ratings for Branch PL

What can be improved

1. Streamlining with e-Pedagogy to mutually support e-Ped implementation

EdTech Leadership

What went well

1. made progress in the building relationships with other divisions

2. TOR for HOD ICT was realised

3. Good feedback for milestone engagement programmes

What can be improved

1. Ensuring meetings end on time and not overrun, no lunch time meetings

2. Streamline clearance process

3. More explicit integration of DLTS into curriculum

ONLC

What went well

1. Cleared more than 20 CG modules for VM presenters

2. Reach out to MTTs for the future engagement

3. Agile and enhanced offerings like SgLDC Library and Badges

4. Refreshed SgLDC Badges

5. AST AA collaboration to recognise the contributions of our members for the new area of contribution.

6. Increased membership

What can be improved

1. Streamline clearance process

2. More and varied engagement intitatives

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The blind box represents embracing uncertainty with curiosity and adaptability. Each surprise within mirrors how our team took things as they came - navigating change, discovering new possibilities, and finding value in every unexpected turn.

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Well (Relationships / Processes):

Let the schools EdTech team take flight through:

~ Uplifted Cluster ETOs through Professional Learning and Zonal Breakouts

~ Take the weight off CPP processes e.g. PRIDE LITE, Comms to School

~ Affirmed ETO work through regular feedback processes

~ Facilitated collaborations and sharing between schools through engagement sessions for Pri/Sec/JC

Improvements:

~ Collaboration with other HQ Divisions e.g. AST-ETD Partnership

~ Strengthen ETOs facilitation skills for effective and impactful CPP support

Well (Outcomes):

~ Sharing of good practices among schools through engagement

~ 99% of schools are being supported by cluster ETOs

~ ALL onboarding meetings with 2026 schools had been planned / conducted

~ 98% of cluster PL participants agreed that the objectives were met and they could apply the ideas, knowledge or skills shared

Improvements (Outcomes)

~ Proactive Cluster PL Approach

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[Relationships and Processes]

What went well: the SSes work very well with the CPs and producers in our video productions.

What could be done better: more time between the SSes within MDL for each other, in terms of PL and collaboration

As a specialist team, can lead in branch PL for segmented groups, and for specific areas ie Happenings production.

[Outcomes]

What went well: all our projects are on time in terms of completion.

What could be better: ensure that our research findings are translated into MDL processes.

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An inclusive design process.

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noticed the doodle?

simple at a glance but focused on the critical bits in educational content

lots of small details in our work, only visible when you look closer.

Tons of resource management. Like how we squeeze in everything into the art.

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Making sense of various components and signals, sort it, streamline it, institutionalised it, and be chill about it.

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Our team created a humanoid AI called AV - Audio Visual to reflect our journey of growth, collaboration, and innovation. It symbolizes how we’ve evolved - technically and interpersonally - through improved communication, timely execution, and creative problem-solving. Every movement and response from the AI represents the synergy within our team, where each member’s contribution helped bring this concept to life. By combining technology with storytelling, this artefact showcases not just what we built, but how we built it -together.

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2025 has been a year of rebuilding.

After the MG collapse in 2024, the LPET section 1 construction crew has been working to rebuild the foundations from the ground up: stronger and more reliable than ever.

We’ve put in place processes to support schools and parents, shored up our infrastructure and monitored the indicators closely.

We will work towards a better archival system for our blueprints: ensuring that knowledge can be passed on seamlessly.

We will continue to build a safe and balanced digital learning environment where students can thrive and learn in meaningful tech-mediated spaces.

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IN, THROUGH, WITH SLS

MORE IS MORE

FOR THE IMPACT ON T&L ☺️

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Reflection: “Lighting the Way — SALiS’ Journey in the AI-Enabled Classroom”

SALiS begins a journey that is filled with darkness, like the uncertainties educators face in this fast-evolving landscape. At first, SALiS is unsure and hesitant, surrounded by the unknowns of emerging technologies. Yet, in that darkness, small lights begin to flicker, signals of hope, curiosity, and shared learning. With courage, SALiS takes the first step forward, ready to embrace the journey ahead.

As he walks this illuminated path, SALiS begins to experiment, tinkering with new tools, exploring AI-enabled features, and reimagining how technology can enhance learning. He learns about AI, with AI, and learns to teach through AI.

Looking ahead, we recognise that our next step is to stay ahead of global edtech trends, to better anticipate shifts, inform our focus areas, and provide timely support for schools and educators. Greater synergy across branches in exploring these trends and professional learning will allow us to deepen our collective impact.

SALiS’ story and ours is one of courage, collaboration, and continuous learning.

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Section 6 is here to support everyone in our shared mission of uplifting and empowering schools through the Cluster Partnership Programme.

Together, let’s take flight — up, up, and away we go!

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everyone has a creative hat in them

Although These short videos do not serve enough justice to our whole year of hard work, it is a good summary to encapsulate our journey

Despite all adversity, everyone learn from each experience And strives to do better each time

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POV: When the EdTech Man gets robbed. Find out what valuables he holds from LPET Section 3.

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MDL 2

The adapting of the use of AI.

Timely delivered all our productions , making the CPs happy and accolades from CP! 😃

More seamless and efficient process for digital payments.

Welcomed new recruits!

Good synergy among the different units! 👏

Clearer guidelines on AI use on productions.

More AI credits needed.

Better transition of the use of comet laptop.

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What went well:

-Nothing went wrong = all went well :)

-Met WOG faster payment targets

-Achieved funding approval for L4 renovations within short time and completed ITQ for award -- looking forward to the refurbishments!

What could be done better:

-Work even closer with requestors for seamless operations

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SECTION 5 LPET A DYNAMIC ENERGETIC AND OPTIMISTIC PARALLEL CIRCUIT BOARD!!! 

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SECTION 5 LPET A DYNAMIC ENERGETIC AND OPTIMISTIC PARALLEL CIRCUIT BOARD!!! 

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WOOHOO

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everyone has a creative hat in them

Although These short videos do not serve enough justice to our whole year of hard work, it is a good summary to encapsulate our journey

Despite all adversity, everyone learn from each experience And strives to do better each time

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See

Strong collaboration and partnerships, integration of AI and technology in the work

Think

How structured processes, agility and adaptability are important to enable these successes, and how reflection, continuous improvement and renewal will enable us to continue with this journey

Wonder

How cross divisional synergy, knowledge management and partners would need to be strategically leveraged for future progress and success

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MDL 2

The adapting of the use of AI.

Timely delivered all our productions , making the CPs happy and accolades from CP! 😃

More seamless and efficient process for digital payments.

Welcomed new recruits!

Good synergy among the different units! 👏

Clearer guidelines on AI use on productions.

More AI credits needed.

Better transition of the use of comet laptop.

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See

Most teams are working hard to build connections within, across and beyond teams, which is very encouraging. We need to go together to go far.

Think

To raise edtech's impact, our tools not only have to be easy-to-use (which is a frequent bugbear for users) but also T&L appropriate & effective. UXD has a key role to play, perhaps evolving beyond just user experience to learner experience.

Wonder

One thing that stood out is that we have many talents amongst us who are good at marketing/selling our efforts. However, these do not go beyond the division.

Am wondering if we should revisit how we approach C&E - to go beyond Comms, Engagement to outright Marketing.

UXD will explore how we might weave marketing into the overall experience of our products.

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1. See

There has been more collaboration internally and externally to ETD

There has been a variety of different experiences

There has been a lot of intentional effort to promote and use SLS

2. Think

*SLS has been a key enabler of the EdTech MP

Data team has helped ETD make more data-informed decisions towards EdTech MP goals

AI developments help to customize learning

3. Wonder

Alignment with C2O3X

Promote more discerning and intentional use of AI

Cement and foster better working relationships with our key stakeholders

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See: enthusiasm, passion and synergy.

Think: our tech tools are designed with students empowerment in mind but we need to synergise with the DLTS team to further strengthen their ai literacy alongside.

Wonder: impact and influence of AI on ecosystems, beyond the user.

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See:

1) every part of the machine has different functions - and we come together to form 1 ETD (think power rangers megazord) together we are stronger to serve schools.

2)impressed with the creativity of the division

Think:

To understand the different products/support ETD has to offer to schools.

Wonder:

Aggregate Cluster PL

ETDxAST

ETDxCPDD

ETDxCPO

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See: We see alot of creativity and teamwork in the artefacts put up. A lot of effort and time and pride can also be seen.

Think: We think that in our three branches of work, the different work streams are using the same creativity and teamwork to deliver the tasks at hand with excellence.

Wonder: We wonder if more creativity can be put into producing more synergistic outcomes across branches and workstreams in the next year?