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electrical wiring and plumbing analogy - important to ensure the governance angle is looked at properly

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electrical wiring and plumbing analogy - important to ensure the governance angle is looked at properly

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1) Understand priorities by bringing to mind genesis (eg. SG Futures mandate, 3-year NIC plan). 2) The effort-impact matrix helped officers identified thankless tasks 

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1) Understand priorities by bringing to mind genesis (eg. SG Futures mandate, 3-year NIC plan). 2) The effort-impact matrix helped officers identified thankless tasks 

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Discussion was sharp and concise, and for items that  require scaling back on, ideas were deliberated on how to scale them back (without reneging on responsibilities) but cutting down requires time, effort too - not going to happen overnight

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Discussion was sharp and concise, and for items that  require scaling back on, ideas were deliberated on how to scale them back (without reneging on responsibilities) but cutting down requires time, effort too - not going to happen overnight

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Frank and clear discussion on priorities - pivoting in the new norm/areas for enhancement

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Useful for 1) esp understanding priorities for other parts of the team since we don't have usual pre-covid opportunities to catch up unless we're working directly with each other.

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Discussing 2) was new and somewhat tentative; for areas identified most were not conclusive (ie don't know if we can really cut or not)

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i know and understand what's on the to-do list for next year.

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Everything that we are doing has a meaning. This gives us motivation to continue the thankless tasks.

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Needing to allocate time / bandwidth for the unseen processes e.g. capability building

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Helped us deliberate and identify areas that calls for a review/to be stopped

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Team already knew priorities for 2022 because of what we were doing in 2021. Was more about clarifying specifics.

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Helped us identify areas that we can spend less time on, so that we have time for the higher impact and higher value work

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New officers can find it difficult to input on the workplan. Many workplan items have background thinking and rationale so it was challenging to come in with "fresh thinking" immediately, but after some time and experience there might be different perspectives.

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Was useful to see what everyone else was doing, and although everyone felt cutting was important, there was not enough time to really cut down. Would need to arrange our own 2-3 hour session for that. The cutting process also should be clarified - who needs to talk to who, what happens to the item, what's the timeline like. Can see the emphasis on creating capacity now, but process still unclear. I'm sure we'll get there though (:

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Helped team know what areas to focus on for the next year, and where we should prioritise our time on.

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Casual or informal chats between and within teams so we are kept abreast of what our colleagues are doing, and how our work relates in contributing to a bigger picture

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There's a need to ensure that there are key projects that each of us hold. So it's hard to say what to cut, it's easy to see that there are key projects that should be profiled but every team will have those. Thinking about it as the whole team in terms of our purpose is quite hard.

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Talking about purpose/direction early, especially if it's unclear. When leads assign a piece of work, good to ask whether the purpose/direction is clear and have a discussion if not.

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Having good knowledge management, archives, shared drive filing, so that we can check for a project's context by ourselves, without asking others.

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We understood more clearly how our individual work plans can function and come together to contribute to REDs work

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think we should also put in protected time for emergencies and cap dev

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would be helpful if we have a monthly check-in from other teams; on their key works, involvement, project so we are kept informed what others in other teams are doing, considering RED is very big now

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It was good for identifying areas but we didn't really know the next steps, i.e. how to actually make cuts happen.

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Useful for the team to be able to streamline the process that is similar across teams and be more focus on the required work.

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Leant a bit more about other sub teams projects, better understanding of my own work what what parts are taking up more time

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Is Madripoor considered vital work?

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sharing of information by talking to different teams to understand their work better

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Appreciate how clear and considered Jill is with her words!

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PA - supposed to be a strategic partner but all of us are facing a lot of challenges. How? :( 

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PA - supposed to be a strategic partner but all of us are facing a lot of challenges. How? :( 

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1. Clarify doubts and seek direction on priorities for the coming year
2. Felt like we were going through the motions for items already set in place
3. Helped to identify thankless tasks, and encourage officers on the purpose and meaning of these tasks.

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Thinking about cutting a piece of work sometimes leads to more work trying to justify cutting it,  e.g if there will be a replacement project? Especially as it's seen to be freeing up bandwidth. It's also hard to "kill" collaborative projects as we ask other agencies to partner or work with us and it can impact their work too.

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Hi Jill, what does a good day at work look like to you?

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Hi Jill, what does a good day at work look like to you?

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Useful to take a step back and have an overview of team's work and priority areas to align back on impact we want to create, though whether the current focus can be adjusted in approach or otherwise remains questionable.

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But also have to keep plumbing.

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Able to identify areas intellectually but still don't know how to scale back when actually faced with the task

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Our team's discussion- we know what our priorities & deliverables are for next year. 

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Our team's discussion- we know what our priorities & deliverables are for next year. 

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Need more clarity on understanding and providing inputs on the workplan for newly joined officers.

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Need more clarity on understanding and providing inputs on the workplan for newly joined officers.

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Being intentional about setting aside time to learn about what other teams are doing, shouldn't be an exercise we do once a year

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Hi Jill, what to you is the most meaningful aspect of your job?

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Hi Jill, what to you is the most meaningful aspect of your job?

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Hi Jill, has there been any work that you have successfully cut out for RED?

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Do you support Liverpool? need to check alignment

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Do you support Liverpool? need to check alignment

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Based on individual's team's convo on the workplan, we did identify most  areas but not all, to park under the 4 phases of product portfolio life cycle.

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Based on individual's team's convo on the workplan, we did identify most  areas but not all, to park under the 4 phases of product portfolio life cycle.

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What is 1 area of focus (relevant to RED) that you think is important for SG, and would be more effective if tackled from the private (vs public/govt) sphere?

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Sorry Jill but when you say plumbing I get flashbacks of "check out my matching pipes!"

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Constantly include such discussions in our regular check-ins will help us achieve the team's deliverables.

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Constantly include such discussions in our regular check-ins will help us achieve the team's deliverables.

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Often we see senior leaders working late till midnight and having parents' guilt. As young officers, we feel deterred and uncertain if this is the trade-off we want to take on, when given the opportunity to lead in future. Any advice or perspective? 

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Often we see senior leaders working late till midnight and having parents' guilt. As young officers, we feel deterred and uncertain if this is the trade-off we want to take on, when given the opportunity to lead in future. Any advice or perspective? 

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have you, since you've joined, ever gone "why did i join RED" - taken aback by the scope/amount of the work the team handles? How do you manage it

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have you, since you've joined, ever gone "why did i join RED" - taken aback by the scope/amount of the work the team handles? How do you manage it

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what's your philosophy of the "capacity" teams and officers should operate at? 90% so that there's always room for emergency/extra projects (which we usually have in RED)? 100% to maximise effectiveness, and 110% during peak periods? 110% so that our natural capacity grows and becomes our normal '100%'? fluctuating between different models at different times of the year?