Project STAR – Community Communications &
Engagement Report
Reporting Period: August 1–31, 2025
Department: Community Communications & Engagement
Executive Summary
August focused on tightening the communications and engagement backbone of Project STAR while
advancing flagship visibility initiatives. The Community Communications & Engagement Strategy was
finalized and circulated for review; the Digital Notice Boards initiative progressed to a concrete
implementation pathway with iPrint; field presence increased across Spark summer camps, generating
valuable insights on youth engagement; and foundational tools were introduced to standardize data
capture and post‑event learning.
SMS outreach delivered measurable interest (10 inbound calls from approximately 200 recipients across two
employment‑focused blasts ≈ ~5% call‑through), though list growth and segmentation remain critical to
scale impact. The rollout of community WhatsApp groups was delayed by design dependencies, creating a
bottleneck for always‑on digital engagement; a revised timeline has been communicated for early
September alongside a content calendar in review.
Insights from summer camps point to a healthy balance of fun and learning, with novelty content (AI,
external presenters) and caring facilitators driving satisfaction. The primary engagement barriers were
peer‑related disruption, supervision ratios, and logistics (food, timing, transport). Targeted behaviour
management, welfare support (especially breakfast), and age‑segmented programming are recommended
to consolidate gains.
Looking ahead (September–October), the team will finalize town hall preparations (including volunteer
recognition), complete site visits for notice board placement, grow the SMS/WhatsApp lists, and increase
presence within CBO forums to strengthen community feedback loops.
Progress & Key Activities
1) Community Communications & Engagement Strategy
Final edits were incorporated, including additional recommendations from the Community Services Lead.
The document has been sent for final review, after which the finalized version will be submitted to the
Project Director. The strategy codifies: a) two‑way feedback mechanisms (town halls, CBO touchpoints,
digital channels), b) data‑informed outreach (standardized tools), and c) community‑first content and
recognition practices.
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2) Digital Notice Boards (Out‑of‑Home)
Following the initial engagement with Mrs. Taneisha Patterson (Out‑of‑Home Advertising Manager), the
team met with Ms. Patterson and iPrint Chairman, Mr. Stephen Steele. iPrint advised as follows: Commercial model: iPrint does not have the capacity to donate boards. A lease model is recommended
over co‑ownership. Under lease, iPrint would provide a discounted rate and retain responsibility for
hardware maintenance and content management system (CMS) operations. - Format & siting: 12×8 ft
boards placed on public land (not private property) to simplify permissions and long‑term access. Sponsorship: High receptivity to Project STAR coordinating public/private sponsors per board. - Next steps:
iPrint requested photos and GPS coordinates for each proposed location. Upon receipt, they will provide
costing and propose site visit dates to assess suitability.
Status & Risks: Collection of photos and coordinates has proven difficult and slowed the process. The
information package is slated for submission to Ms. Patterson by Thursday, September 4, 2025, with site
visits targeted for late September/early October. Risk mitigations include assigning one focal point per
community for geo‑tagging, using a standardized capture template, and scheduling batch walk‑throughs
with local leaders.
3) Community Town Halls (Oct–Nov Window)
Town halls are scheduled across all STAR communities during October–November to assess
implementation of Community Transformation Action Plans (CTAPs) and to inform service delivery. Each
event will include a Volunteer Recognition Segment to celebrate contributions, build community pride,
and signal progress. A concept note has been prepared and submitted for approval; pre‑event evaluation
tools (rapid polls, feedback cards, QR forms) will be embedded to convert participation into actionable data.
4) Introduction of Standardized Communication Tools
To improve process quality and data consistency: - Events/Activity Register updated to capture referral
source (e.g., SMS, community WhatsApp groups, town criers). - Post‑Event Summary Form updated to
record target vs. actual attendance, engagement strategies used, and challenges/barriers
encountered. - Communications Request Form created to streamline and track all requests for community
comms support.
A briefing and onboarding session with all CPOs is scheduled for the second week of September to drive
adoption and ensure data integrity.
5) SMS Blasts (Sender ID: “ProjectSTAR”)
The SMS sender name was changed from STAR to ProjectSTAR to reduce brand confusion. In August, three
SMS blasts were issued: 1. Promotional message for the STAR‑supported health fair at Pentab Church to
residents of Rose Gardens. 2. Promotional message for STAR employment programmes to Rose Gardens.
3. Promotional message for STAR employment programmes to Parade Gardens.
Both employment‑programme blasts included a call to action (phone number). The Training Department
recorded 10 inbound calls attributable to these blasts.
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Effectiveness (indicative): Assuming approximately 200 unique recipients across the two employment
blasts, the call‑through rate ≈ 5% (10/200). This is a positive early signal for interest generation; however,
conversion beyond calls (registrations, attendance) should be tracked to determine cost‑effectiveness.
Levers to improve performance: list growth and segmentation (youth vs. general public), time‑of‑day
optimization, concise “why now” value propositions, and multi‑touch sequences (SMS + WhatsApp
follow‑ups + on‑the‑ground prompts).
6) Town Crier Activation
A town crier campaign supported the Pentab activity. The script was drafted and professionally recorded.
While reach data is not quantified, qualitative feedback indicates strong street‑level recall. Future
activations should add simple tally sheets and QR/short‑code prompts to estimate exposure and prompt
conversions.
7) Community WhatsApp Groups (Rollout Delay)
The rollout timeline was derailed due to delayed promotional designs needed to recruit members into
each community’s group. This dependency created a bottleneck across downstream activities. The updated
delivery timeline communicated is the week of September 4, 2025. In parallel, a WhatsApp posting
calendar (developed with Communications Intern Sapphire Mayhew) is under review for finalization.
Mitigation: interim recruitment using text‑only flyers at events, QR codes to group invites, and CPO‑led
peer invites; set an internal service‑level agreement (SLA) for design turnaround; pre‑approve a lightweight
template set to avoid future blocking.
8) Field Presence & Community Sentiment Tracking
Coverage was provided on the first day of the EDTK summer camp and at the Savanna‑la‑Mar camp. Early
in the day, participants appeared shy and reluctant; engagement improved significantly after Emprezz
Golding’s “Who Am I” session, which catalyzed confidence and participation.
Community walk‑throughs/mobilization in Savanna‑la‑Mar surfaced: - Seniors requested more focused
engagement; the Seniors’ Club has been on break but interest in reactivation is high. - Nano‑grant
programme sentiment: reports of participants not receiving promised items have created hesitation
among prospective applicants. - Fisherfolk group requested a notice board for their shed to coordinate
activities and meetings. - General sentiment toward STAR remained positive, with appreciation for visible
presence.
Recommended responses include a targeted seniors’ engagement series (tea‑and‑talks, wellness sessions),
a transparent update/rectification plan on nano‑grant fulfillment, and fast‑tracking a small‑format notice
board for the fisherfolk as a quick‑win.
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Programme Insights from Spark Summer Camps (Synthesis)
What children valued most: a balanced mix of fun (games, sports, prizes, friendships) and learning (AI,
business, computers, school prep) delivered by friendly facilitators and compelling external speakers.
Novelty—particularly AI exposure—was repeatedly praised, reinforcing the value of future‑oriented
content.
What undermined engagement: persistent peer‑related disruption (fighting, noise) and supervision
capacity gaps; logistical issues (no breakfast, transport delays, timing); confidence barriers (shyness to
ask questions). Content dissatisfaction was rare and typically related to session length rather than topic
relevance.
What children would change: longer camps; stronger supervision and clearer rules; better food provision
(including breakfast); adjusted start/dismissal times; more outdoor/expressive activities; age segmentation;
occasional mixing with other STAR communities to broaden peer interaction.
Barriers to Engagement & Recommended Actions
1) Peer‑related disruption & group dynamics
Barrier: disruptive behaviour reduces psychological safety and drowns out learning.
Actions: smaller groups; improved facilitator‑to‑child ratios; a clear code of conduct with positive
reinforcement; short “community agreements” ritual at the start of each day; light‑touch conflict
management training for facilitators.
2) Facilitation & supervision capacity
Barrier: insufficient adult coverage in diverse groups.
Actions: recruit and brief additional volunteers; assign a roaming “behaviour support” lead; pre‑assign roles
(content lead, welfare lead, behaviour lead) for accountability.
3) Logistics & welfare
Barrier: food gaps, transport delays, and sub‑optimal timings.
Actions: provide breakfast on key days; finalize transport manifests 48 hours in advance; set time‑boxed
dismissal windows; use staggered pickups with a marshal.
4) Programme design constraints
Barrier: limited duration; mixed ages in the same stream.
Actions: modestly extend camp cycles where feasible; age‑segment core learning; pair novelty content
with outdoor play; include confidence‑building activities (debates, drama, open mic, group projects).
5) Reputation & trust (nano‑grants)
Barrier: perceived non‑delivery dampens sign‑ups.
Actions: publish a simple fulfilment dashboard/update; host a listening clinic; prioritize pending
disbursements and close communication loops.
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Data & Analysis
• SMS performance: 2 employment‑focused blasts → 10 calls from ~200 recipients → ≈ 5%
call‑through (assumption: unique recipients across both blasts). Next step is to track downstream
conversion (registrations and attendance) and to A/B test message framing.
• Channel attribution: Updated tools will enable routine capture of how participants heard about
activities (SMS, WhatsApp, town crier, etc.), enabling month‑over‑month optimization.
• Qualitative drivers: External presenters and future‑oriented topics materially boost engagement;
behaviour management and welfare determine persistence across multi‑day activities.
Risks & Dependencies
• Design dependency delaying WhatsApp group rollout → mitigated by interim text‑based
recruitment and SLA for creative deliverables.
• Geo‑data collection for notice boards → assign owners, use a standardized capture form, and
schedule accompanied walk‑throughs.
• Nano‑grant fulfilment perception → risk to programme reputation if unaddressed; requires
coordinated update and remediation.
Priorities for September–October
• Digital Notice Boards: submit photos/coordinates by Sept 4; receive costing; conduct site visits
(late Sept/early Oct); identify sponsor prospects per location; prepare a sample MOU and a simple
content governance protocol.
• Town Halls: finalize concept approvals; confirm venues and dates; recruit facilitators and emcees;
design recognition certificates; build feedback instruments (cards/QRs); pre‑brief CPOs and
community leaders.
• CBO Presence: increase attendance at CTB meetings, Seniors’ Clubs/socials, and Parent
Associations; institute a light “issues log” to route concerns to programme leads.
• Community Hubs Coverage: provide comms coverage for Parade Gardens and Rose Gardens
hubs; capture assets for multi‑channel use.
• Peace Day (Sav) & Training Activities: plan and provide field coverage; prep micro‑stories to seed
into WhatsApp and SMS follow‑ups.
• Lists & Segmentation: accelerate contact acquisition (opt‑in sheets with QR codes, short links,
missed‑call capture); tag by age and interest for more relevant outreach.
• Tooling Adoption: train CPOs on the new forms; start monthly dashboards (attendance targets vs.
actuals; channel attribution; barriers).
Metrics Snapshot (August)
• Strategic document: finalized and routed for approval.
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• Digital notice boards: partner model defined; locations data pending; costing and site visits
queued.
• Town halls: concept submitted; Oct–Nov window confirmed.
• Standardized tools: three forms updated/created; CPO onboarding scheduled.
• SMS: 3 blasts issued; 10 calls on employment CTAs; sender ID updated to ProjectSTAR.
• Town crier: 1 activation (Pentab).
• WhatsApp groups: rollout delayed; designs due week of Sept 4; content calendar in review.
• Field presence: coverage at EDTK and Sav camps; qualitative insights recorded; seniors and
fisherfolk needs surfaced.
Annex: Recommendations at a Glance
• Behaviour management: smaller groups; clear code of conduct; facilitator training.
• Welfare: add breakfast on key days; tighten transport logistics; adjust timings.
• Programme design: extend duration where feasible; age‑segment; pair novelty content with
outdoor play; embed confidence‑building.
• Reputation management: communicate nano‑grant fulfilment status; prioritize backlog closure.
• Channel growth: scale SMS/WhatsApp lists; segment audiences; A/B test messaging; track
conversions beyond calls.
• Quick wins: implement a small notice board for fisherfolk; pilot recognition rituals within youth
activities to reinforce positive norms.
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