·       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.

Overview and monitoring:

• Welfare and learning

• Recruitment and PSGA pipeline

• Competency

• Manpower

·       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

Build new capabilities in case sensing and skills.

Provide useful data insights on volunteer figures.

Study impact of new IHL pipelines on SOs.

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.

   
   

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

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.

·       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

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

• FS Coordination

• Case discussion

• Community events

• Adhoc catch ups

Organising networking session with community partners

Stakeholder management, relationship building

Bridge partners and team members

Handhold SDLs in maintaining or building the partnerships

·       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

Manage GRA framework and assist SOs on engagements

Facilitate case processes & protocols to other agencies

Support GRIT and ASG efforts at AACs

Coordinate trainings to SGA

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

·       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.

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

• 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