• 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.

• 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)

  
  

• 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.

• 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?

• 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.

• 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

values: helpful, fun/humorous, kind, responsive

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