CHALLENGES

The team was Mission focused. In a Coalition, with disparate cultures and expertise, we need to establish common understanding and lexicon, shared purpose and procedures, and advance in a firm but fair pace. The tension was in balancing competing Policy objectives: maintain essential services; test all workers quickly; clear the dormitories of the virus expeditiously to return workers back to work; and keep case count low so as to avoid overwhelming our healthcare system and alarming the public.

The challenges were manifold: things take time to plan, organise and execute; serology required maturity; matching nominal rolls amongst stakeholders with different versions and formats; the inefficiencies of clearing infection from the widely dispersed 1,140 Factory Converted Dormitories and 168 Construction Temporary Quarters; etc. Time must be invested to first appreciate the dynamic situation, translate evolving Policies into concrete plans, and communicate Orders for deployed forces (FAST, medical and testing teams) to act. Patience is needed to allow plans to bear fruit.

The number of fatalities amongst our migrant worker population was not more than the pre-COVID period. This may be attributed to the active surveillance of our deployed Medical Teams. But every death, COVID-19 related or otherwise, was a grim reminder for us to watch out for high risk groups, and be extra vigilant in our duty of care.

We tracked incidents within the dormitories. The statistics suggest that scuffles disputes, and misdemeanours were within pre-crisis statistics. But mental health concerns were emergent, particularly after the first month, and in the isolation facilities. Our migrant workers originate from active and communal cultures, and confinement bred cabin fever. Of particular worry were suicides. We tasked our SAF psychiatrists to lead efforts to proactively engage our migrant workers. We worked closely with professional counsellors (from Institute of Mental Health (IMH), MWC, and Healthserve), and ensured the timely return of workers who had completed their isolation and quarantine period back to their dormitory of origin.

LESSONS

Our People readily answered the call of duty and were swiftly up-in-arms to action. Coalition operations requires trust, respect, and understanding. It is a patient process requiring leadership by example with empathy and engagement. In our Decision-Making process, we need to be inclusive and sensitive, and be careful in our choice of words.

C2 comprises three elements. First, Organisation. JTF(A) HQ was organised as an Operations Hub with Cells and Centres (e.g. Strategic Plans Cell, Anticipatory Ops Cell, Current Ops Cell), and our ground forces were organised along Task echelons (e.g. Task Force, Task Group, Task Unit). We found this effective and efficient. We commanded by Intent, and empowered sub-units to make tactical decisions. For instance, each PBD was unique, in varied conditions, and situated in different landscapes. When the FASTs were first deployed, each team conducted a needs assessment, and decided on the priority of tasks based on the particular needs and requirements of the dormitories. Most of the FASTs quickly concluded that the first task was to ensure hygiene, as the dormitories were not designed for full occupancy and 24/7 living, which resulted in choked sewage systems and overflowing waste bins.

Second, C2 is about Processes. The SAF Battle Procedure provided a comprehensive, methodical, and disciplined framework for Collective Appreciation of Situation, and the development of Courses of Action. We issued Orders at each phase to synchronise efforts, and direct the wide span of activities. We conducted wargaming to ensure smooth transitions, and worked out responses to contingencies. In our execution, we developed process loops for consistent delivery of outcomes, and Communications was a key line of operations. The Action Learning Process was interwoven into the fabric of our battle rhythm, and case studies were shared for lessons learnt. We believed it was okay to make mistakes (as there was no precedence to follow), but never twice.

Third, C2 requires Resources. The AOR process was adhered to, and we kept an eye on the budget. Innovation was encouraged: the Mobile Swab Station and Mobile Express Scanner were ground up ideas that ensured Mission success safely. Technology was a key enabler, and the deployment of MedTech helped save lives. Ultimately, people are our most precious Resource. I was most impressed with how our young Officers on vacation attachment were able to quickly ingest data and analyse trends, to rapidly develop targeted testing strategies and dormitory clearance plans. We should continue investing in our talents to pursue Science, Technology, Engineering, and Math. Our junior officers devoted themselves to the Mission, worked together in concert, and adapted tactical actions in the face of dynamic situations to meet higher Intent. They give hope for the continued security and success of Singapore. We must persist in nurturing and inspiring them to serve and lead.

CONCLUSION

In response to the stress of delivering competing Policy objectives quickly, the dictum “slow is smooth, smooth is fast” guided the team to make sure we thought through the trade-offs, weighed the consequences, and deliberated the alternatives before drafting Orders for the ground to carry out. The FASTs often gave feedback that plans were constantly changing, such that the deployed forces could neither cope nor follow through. The discipline of going through our Battle Procedure ensured constancy and consistency of efforts.

Given the rapid spread of infection and paucity of information in the early days of April 2020, our then-Chief of Medical Corps famously said, “don't let perfection get in the way of a solution.” Indeed, there were times we had to make the best use of available data, stick to our principles, and collectively agree on the best course of action. Our Process Loops are useful heuristics to prevent paralysis.

At the initial stages of the operation, when infected cases peaked past 1,000 for days in the third week of April, and the enormity of the task overwhelmed the team, on a weekend morning after Command and Control Group (CCG) Meeting, a young Officer quoted Tolkien: “oft hope is born, when all is forlorn.” Then on, we celebrated small successes and progress raised optimism. Leaders must unite and give our people a Vision. We need to frame wicked problems in context, and complex solutions in understandable bite-size packages for staff to translate into actionable plans for ground units to execute. Our Operation Orders is a useful format to do so.

This operation is a manifestation of our Values as a society: that Singapore cares for our people, regardless of citizenship. It has been a humbling experience. I saw women and men from different creeds and all walks of life United by a Mission, committed to Unity of Effort, and serving as One United People. If we can continue this miracle, there is hope for our future and our children.

To Lead. To Excel. To Overcome.