Supervision — Supervision System Designer

Phase 1: ASSESS — Supervision Needs Assessment

Before designing anything, conduct this assessment. Skip questions already answered.

Required Inputs

1. Entity — Which BARMM entity? (Ministry, Office, Agency, LGU, Parliament office)
2. Target supervisors — Who will use this system? (Directors, Division Chiefs, Section Heads, Unit Heads)
3. Current state — What supervision practices exist today? (formal/informal, documented/undocumented)
4. Staffing — How many supervisors? How many staff per supervisor (span of control)?
5. Pain points — What supervision problems exist? (unclear roles, no feedback culture, inconsistent evaluation, no coaching, weak delegation)
6. Desired outcomes — What should the supervision system achieve? (improved performance, staff development, accountability, CSW quality)
7. Islamic governance alignment — Should the system explicitly integrate Islamic leadership principles? (integrity/amanah, justice/adl, consultation/shura, compassion/rahmah, trustworthiness/sidq)

Gap Analysis

After intake, assess gaps across the 5 supervisory competency clusters:

Output: Supervision Needs Assessment Report (2-3 pages) following this structure:

## Supervision Needs Assessment — [Entity Name]
### 1. Entity Profile (mandate, structure, staffing, supervisory span)
### 2. Current Supervision Practices (what exists today, formal vs. informal)
### 3. Gap Analysis (scored across 5 clusters: Personal Effectiveness, Performance Management, Coaching, Teams, Change)
### 4. Priority Recommendations (top 3-5 actions ranked by impact)

Example: Phase 1 Input/Output

User says: "Design a supervision system for the Ministry of Health"

Phase 1 produces:

Entity: Ministry of Health — BARMM. 6 divisions, 23 provincial hospitals, ~1,200 staff. Target supervisors: Division Chiefs (6) + Hospital Chiefs (23) + Section Heads (~40). Current state: No formal supervision policy. Performance evaluation done annually per CSC SPMS but no ongoing coaching/feedback system. Delegation is informal. Gap analysis: Strongest in Performance Management (SPMS exists). Weakest in Coaching (no structured feedback) and Change Management (hospital transfers lack transition protocols). Priority recommendations: (1) Implement monthly check-in protocol, (2) Train Division Chiefs on SBI feedback, (3) Create delegation matrix for hospital operations.

Phase 2: DESIGN — Supervision System Design

Read ${GEMINI_SKILL_DIR}/references/supervision-system-template.md for the full template structure with all sections and guide notes.

Core Components

1. Policy Statement — Philosophy, objectives, Islamic governance principles
2. Supervisory Roles — Expectations by level (Director, Division Chief, Section Head)
3. Competency Framework — Read ${GEMINI_SKILL_DIR}/references/supervisory-competencies.md for the 12 competencies
4. Performance Management Cycle — Planning, monitoring, evaluation, improvement
5. Coaching and Feedback Protocols — Check-in cadences, feedback models, documentation
6. Delegation Matrix — Authority levels, escalation paths, acting authority
7. Staff Development Framework — IDPs, career pathing, training plans
8. Accountability Mechanisms — Reporting, audits, progressive discipline, grievance
9. M&E for the System — How the supervision system itself is reviewed and improved

Design Principles

• Coaching over compliance — supervision develops people, not just checks boxes
• Moral governance — integrates Islamic leadership values (amanah, adl, shura, rahmah, sidq)
• CSW integration — supervision touchpoints map to ADDRESS IT steps (via /csw SV template)
• Proportionate — scaled to entity size and supervisory span of control
• Evidence-based — built on the 12 supervisory competencies from the MDN model

Output: Draft Supervision System Document (15-30 pages depending on entity complexity)

Example: Phase 2 Excerpt

Section III: Supervisory Roles and Responsibilities

Division Chief (Director II / Chief of Division):

• Conducts monthly check-ins with each Section Head using the 4-step protocol
• Evaluates staff performance using PPR framework (Performance-Potential-Readiness)
• Provides feedback using SBI model (Situation-Behavior-Impact)
• Submits quarterly supervision report to the Director
• Guided by amanah (trustworthiness) in handling personnel matters and shura (consultation) in decision-making

Phase 3: DEVELOP — Training and Capacity Building

Read ${GEMINI_SKILL_DIR}/references/supervision-training-design.md for the 5-day course blueprint.

Supervisory Development Course Design

1. Audience analysis — Current competency levels of target supervisors (use pre-assessment rubric from competencies reference)
2. Course structure — 5-day intensive based on the 12 supervisory competencies
3. Competency mapping — Which competencies to emphasize based on Phase 1 gap analysis
4. Materials production — Delegate to /training-assistant for facilitator guide, participant handouts, evaluation forms, pre/post tests
5. Practicum design — Scenario-based exercises using the entity's actual supervision challenges
6. Post-training support — 90-day coaching plan, peer learning circles, supervisor communities of practice

The 12 Supervisory Competencies (Quick Reference)

Full definitions, key behaviors, and development activities are in the competencies reference file.

Output: Supervisory Development Course Design Document + delegation to /training-assistant

Phase 4: INSTITUTIONALIZE — Policy and Implementation

Policy Document Production

1. Supervision policy draft — Formal policy document based on the system design from Phase 2
2. Issuance pathway — Determine the right instrument:
   • Ministry Order (for ministry-level systems)
   • Office Order (for agency/office-level systems)
   • Executive Order (for cross-cutting systems)
3. CSW format — If the supervision policy needs formal CSW transmittal, delegate to /csw using the SV template type
4. Policy recommendation — If the system needs to go through a policy approval process, delegate to /policy-recommendation

Implementation Plan

• Phased rollout: pilot division, then entity-wide
• Training schedule aligned with the Supervisory Development Course from Phase 3
• Quick wins: immediate improvements supervisors can implement (weekly check-ins, feedback protocols)
• Communication plan: how to introduce the system to supervisors and staff

M&E Framework

For supervision cycle diagrams and organizational flowcharts, use /excalidraw. For supervision dashboard visuals and one-page visual summaries, use /visualize to generate self-contained HTML visualizations that can be converted to PNG for embedding.

• Supervision system health indicators: check-in compliance rate, feedback frequency, IDP completion rate, staff satisfaction with supervision
• Review cycle: semi-annual operational review, annual comprehensive review
• Feedback loops: supervisor satisfaction surveys, staff upward feedback, performance data trends

Output: Implementation Plan + M&E Framework, following this structure:

## Implementation Plan — [Entity] Supervision System

### 1. Phased Rollout
- Phase A (Month 1-2): Pilot division + supervisor orientation
- Phase B (Month 3-4): Entity-wide rollout + training
- Phase C (Month 5-6): Full operation + first review cycle

### 2. Quick Wins (implement immediately)
- [e.g., Weekly 15-min check-ins using 4-step protocol]
- [e.g., SBI feedback training for all Division Chiefs]

### 3. Training Schedule (linked to Phase 3 course design)

### 4. Communication Plan (how to introduce to supervisors and staff)

### 5. M&E Framework
- Indicators: [check-in compliance, feedback frequency, IDP completion, staff satisfaction]
- Review cycle: semi-annual operational, annual comprehensive
- Feedback loops: supervisor surveys, upward feedback, performance data

Handling Edge Cases

Missing Inputs

• If the entity is specified but staffing data is not, ask: "How many supervisors and staff does [entity] have? What's the typical span of control?"
• If no pain points are stated, offer the 5-cluster gap analysis as a diagnostic starting point
• If Islamic governance alignment preference is unclear, default to including it (it's expected in BARMM context) but confirm

Partial Invocations

• If the user requests only Phase 3 (training) without Phase 1-2, ask: "Has a supervision needs assessment and system design been completed? If so, share the key findings so the training can target the right gaps."
• If the user requests only Phase 2 (design), proceed but note assumptions about gaps that would normally come from Phase 1

Ambiguous Requests

• "Help me with supervision" → Ask: "Do you need a complete supervision system (Phases 1-4), a supervisory development course (Phase 3), or a specific tool like a feedback protocol?"
• "My staff are underperforming" → This could be a supervision issue OR a staff competency issue. Use the PPR grid (from tools reference) to diagnose: Is it a performance problem (supervisor should coach) or a CSW skill gap (route to /csw training)?

Skill Routing Example

User says: "Train my staff on how to write briefers" Response: This is a staff CSW competency need, not a supervision system task. Route to /csw Phase 5 (Training Mode) which covers CSW training using the ACSCCRaPATFEE framework. The /supervision skill would be relevant if the question were "How should I evaluate the quality of my staff's briefers?" — that's a supervisor evaluating CSW quality.

Reference Files — Progressive Loading

Load only what each phase needs to conserve context:

Full Reference Index

Domain Context

Invoke /bangsamoro at the start of any supervision system design for a BARMM entity to load verified governance context (officials, BOL provisions, BDP goals, organizational mandates).

Gotchas

• BOL article numbers are the #1 fabrication target — always verify against ~/Vault/bangsamoro/bangsamoro-laws/bol-ra-11054/
• BAA numbers are the #2 fabrication target — verify against ~/Vault/bangsamoro/bangsamoro-laws/index.md
• Use BARMM ministry abbreviations (MFBM not DBM, MOLE not DOLE, MBHTE not DepEd, MILG not DILG) — never national equivalents
• Mas Matatag na Bangsamoro Agenda (2026-2028) replaces 12-Point Priority Agenda — update all references
• Never cite guidebooks as primary sources — trace back to enacted law (BAA, RA, BOL)
• A wrong BAA number, BOL article, or official title is 3x worse than writing [UNVERIFIED]. When in doubt, mark it.
• Supervisory competency frameworks must align with BARMM HR policies, not generic CSC frameworks
• Division chief responsibilities vary by Ministry — always verify against the specific entity's BAA mandate
• Performance evaluation criteria must reference the specific BAA that created the supervisory position

Subagent Honesty Rules

Every subagent prompt dispatched by this skill MUST include this footer:

HONESTY RULES:

1. Only extract values explicitly stated in source documents. If ambiguous or missing, leave blank with a one-line reason.
2. A wrong answer is 3x worse than a blank answer. When in doubt, leave it blank.
3. Tag every factual claim as EXTRACTED (with source reference) or INFERRED (with evidence). Inferred claims will be verified first.