WHOLE-OF-GOVERNMENT – STRONGER TOGETHER

While the SAF played an important role in the national fight against COVID-19, we could only do so because we were a part of the WoG team. The scale of the crisis made it clear that the resources of the SAF alone would not be sufficient for this national fight. We had to rely on Ministry of National Development colleagues to marshal the national hotel resources to serve as quarantine facilities, MOH colleagues to marshal the national testing and healthcare resources, and colleagues from Singapore Police Force (SPF) to deploy as FASTs in the migrant worker dormitories together, amongst others. Having strong networks and friendships with our WoG colleagues helped us get things done effectively and efficiently. Often, a phone call was all it took to get things done. Should the SAF ever be called to the ultimate task of defending our country, we would have to similarly work together with our WoG colleagues to mobilise our national resources for the defence of Singapore. In this regard, it is important for us to form our networks and friendships with our WoG colleagues in peace.

OPS-TECH TOGETHER

One of the first phone calls I received during the operation was from Ngiam Le Na, Deputy Chief Executive (Operations), DSTA. “I heard that the SAF is activated. How can I help?”. Within a few hours from that phone call, DSTA engineers and DSO scientists would be at MSOC. My Ops people would explain to them what was happening, where the problems were, and what data they needed to do their jobs better. The scientists and engineers would dutifully take notes, and within a short time, come back with mock-ups and dashboards to iterate with our Ops guys on what would be useful. This would characterise the nature of our ops-tech collaborations. Thereafter, wherever the SAF went, the DTC would be there to support. It was this employment of technology and sense-making that would help us understand how well operations were running, identify chokepoints, and where necessary, work with our MOH colleagues to review the relevant policies. For example, the dashboard would show us that there were a number of COVID-19 patients who were staying for extended durations in the hospitals and care facilities, well beyond the documented 21-day infection period. On examination with MOH colleagues, we found that some patients would shed viral fragments, and hence not achieve the two negative tests required for discharge even though they were no longer infectious. This led to a policy review, and resulted in the time-based discharge policy that freed up bed spaces for new COVID-19 patients, better matching our hospital resources to those who needed it, and at the same time allowing patients who have recovered and were no longer infectious to return to their families. Throughout the pandemic, our tech people would be working hand-in-glove with ops, whether at the Forward Deployed Labs, the Task Force headquarters, or in getting pulse oximeters to the migrant workers in the dormitories.

CONCLUSION - PEOPLE ARE EVERYTHING

Finally, my most important reflection is that people are everything. In the final analysis, it was the strength, commitment, and resourcefulness of our people that got the job done. At every corner and every twist and turn of the pandemic, it was our people, working as a team, who delivered against the odds. Therefore, it is our role as leaders to lead our people well, nurture them, and help them achieve their fullest potential. For I have no doubt that in any future crisis or fight, it is our people who will prove to be our decisive edge that achieves victory for Singapore and Singaporeans.