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To avoid forwarding blank emails and share your intent and desired outcome

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Scenario that will compel us to flag issues to bosses, how to decide if it is worth flagging?

When we observe patterns and potential implications when tracking an issue and find that pointing it out would add value to decision makers.

What is the next course of action?

Have a more seamless handover process from week to week

Desired end state?

Propose to shift our weekly DO duties handover to either Tue/Wed

This allows the weekend gap to be plugged so DOs do not start their DO week on a blank slate.

WMR is usually submitted on Monday evenings so it allows DOs who were aware of past week’s issue to do up the product.

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Streamline the email list and list of POFMA agency contacts to add

Every agency to have their own POFMA mailing list for staffers and manage the people inside

Each agency to have two Director-level reps & two staffers (comms & legal). The reps will add their policy folks

JCC content team will send the first text to say we have added agency reps and get them to add their staffers by a certain time before we send the official first text to tell everyone about the video/article considered for POFMA

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What are we trying to tell them, and what do they need to know?

No need to overload info that bosses already know

Should focus on any pertinent media coverage that is out of the norm, key online and ground reactions, any shifts in narratives, points raised by key POIs (only if relevant) and potential consequences arising from an issue (i.e is this issue something within Govt’s control to respond/act?)

How to convey?

Through our products, could be WMR, SUM or even ad-hoc email updates

Who else needs to know?

Take initiative to suggest who to send to and do a check to make sure those with vested interest are kept in the loop.

Do bosses have info they need?

Have a proper feedback loop. E.g after WMR, bosses who presented can download the key questions raised at the meeting so we can improvise along the way.

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Don't data dump, look at things in totality - sensing reports to focus on key observations and narrative shifts

We welcome feedback on Content's sensing reports to make it sharper

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On-the-job guidance given that coordination and sensing requirements may differ depending on the issue

Ensure proper info flow among officers

Make use of staff meeting to share best practices or learnings which would be beneficial for all

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KM: Baseline monitoring and narratives for various issues

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Integrate tools for our sensing needs

Long Term: Developing/Procuring tools to meet future needs (future proof)

Short Term: Ensure sensing needs are met and short term improvements through tech

Things to work on: KM system

How we work with other teams:

Working assumption: we need to understand what other teams do and their needs. This includes what the larger comms needs are.

Identify tools and process (tech) to meet

Trialling or experimenting with tools to improve work output. Integrate with current processes of successful.

Challenge: long term sustainability of track

merging of other tracks?

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Role of Content team:

Monitor long term issues specifically race & religion (I-H) and LGBTQ that can potentially create tensions and fault lines.

Our sensing reports help POHs/senior management determine if more engagements/targeted comms are needed.

If other tracks need quick sensing on sensitive issues such as race & religion, Content team is ready to help.

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What does my track do?

Backbone of JCC, ensure that we run smoothly on a day-to-day basis.

When it comes to WOG issues, we help to be the bridge by starting the overall issue tracking to lay the foundation.

Administrative duties (i.e rostering, SOP, medical support, duties)

How does my track work with other teams/agencies?

Distinguish the scope between Daily Ops and Duty Officer, to plug gaps that we observe to supplement

Work with Ops Tech - focusing on KM productivity

What value-add does my team bring?

Bridge info gap for WOG issues tracking

Provide insights regarding how to improve products further (WMR, SUM)

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Bosses to link us up with staff instead of getting staff to talk to the Directors/DDs directly

If staffers are uncomfortable reaching out to the Directors etc, please flag to our bosses

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Honesty, integrity and a good sense of humour.

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Help out each other without judgement

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Team work

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Open, treating everyone as equals, fun

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A good sense of teamwork and support where we are willing to help each other out and cover each other even over weekends/nights.

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Being frank and open with each other, work towards a common goal, stay professional

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Open mind and constant learning

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Stepping up for one another without any complaints. When the going gets tough, we back one another up.

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Trust that colleagues and bosses will have my back

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Helping each other, sharing information openly when help is sought, teamwork, being professional, avoid criticism and backstabbing, don throw each other under the bus.

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Being unafraid to ask questions and learn in a safe space

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Have faith that JCC officers can be trusted with sensitive information and will safeguard it.

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An environment where we don't have to worry about being backstabbed

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culture: respectful and work-focused

values: helpful, fun/humorous, kind, responsive

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Being comfortable to give and seek feedback

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Being able to have civil discussions without things being taken personally

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hope bosses can trust staff and staff can trust bosses. trust is a 2-way thing.

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Respect - such as being respectful of people’s time, not shouting or making angry noises unnecessarily, not pushing work to another person. Bad behaviour is remembered.

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Purposeful. So that we have a culture where we understand what we do, and where people want to come to work every day because there is meaning.

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hope ppl will bear in mind that there are other coworkers working tgt in the same office and we should always be mindful of the sounds we make

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Hope bosses stop being jumpy and secretive about announcements. Most of the time, our lives still go on normally even when we are DOs.

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Safe space to ask questions

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Change in DO Duties (start from Q2 2024)

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Change in DO Duties (start from Q2 2024)

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DO duty week to change: Tuesday - following Monday

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Kelvin/Karen to note key points in the SFW chat (e.g., what Minister is interested in, comments on a particular issue, format of the slides etc)

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Each agency to have their own POFMA email mailing list for staffers and for the agency to manage their people

In the WA POFMA chats, we only have four people from each agency (1 Comms Director + 1 Legal Director + 2 staffers each)

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Internal Clearance Process for WMR & SUM (w.e.f. 25 Feb 2024)

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Internal Clearance Process for WMR & SUM (w.e.f. 25 Feb 2024)

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Can send to CGC after either Wei Yi, Kelvin or Karen gives clearance

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Great changes to DO process. JCC code of conduct excellent need to print and frame.

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Clearer process and alignment

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Good talk

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Clarity on clearance process. Hoping to have a better work culture

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efficient. we are good at making decisions and implementing change under pressure. (like changing DO starting day to tuesday)

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It sounds like JCC’s on the brink of really good changes. Would have been great to see them happen

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Good to see that everyone understands each other's tracks, and how the work is/ can be all interrelated.

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hope the changes will come to fruition and bring about a better jcc overall

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useful session for new officers to understand what other tracks do.

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Clearance process - only 1 bosses

WMR - only key media reactions and key public reaction (ground, online, key pois (if any))

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making sure everyone is on the same page helps to function more efficiently

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It’s good to see everyone coming together and wanting to make positive changes

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Hand over take over is a important process, don’t data dump and just leave it for others to OTOT read

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hope jcc can be a happier place for everyone. byebye

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Great organisers

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Neymar Ahmad khan (no 2)

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thank you suat and daryll for today.