GRS ADR Training
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Transcript of GRS ADR Training
TRAINING ON:KALAHI CIDSS
Grievance Redress System (GRS)- Alternative Dispute Resolution
(ADR)
June 18, 2015, 8:30a.m. – 5:00p.m.ACC Conference Hall
San Pascual, Masbate
• Definition of KC GRS• Principles of GRS• Types of Grievances• GRS Handling Structure• WORKSHOP• Conflict and Conflict Resolution• Alternative Dispute Resolution• Arbitration and Mediation• The mediation process• WORKSHOP• Comments to Workshop Output & Closing message
Outline
a mechanism whereby: queries or clarification about the Project are
responded to, problems that arise out of implementation are
resolved, and complaints and grievances are addressed
effectively and efficiently.
KC GRS
Transparency Socially inclusive and open Institutional capacity-building for good
governance Simple and accessible Quick and proportional action Objective and independent Anonymity and security Due process
GRS Principles
Rights
Right to information Right against intervention Right to a graft-free project Right to participate and be heard Right to informed consent
Rights and Obligations of KC Participants
Obligations arising from project principles MOA provisions project recognition of rights of stakeholders generally accepted norms of conduct dictated by
legal precepts or cultural practices
A complaint or grievance is usually filed because of a personal or collective belief that there was a violation of a right or a non-fulfilment of an obligation.
Rights and Obligations of KC Participants
Type Description
A Queries, comments and suggestions (non-contentious)
B Compliance with project processes, MOA and other KC implementation arrangements (non-performance of obligations )
C Conformance with KC/Gov’t Procurement and Finance guidelines (violation of law).
Grievance Types
GRS Manual Edited
J anuary 2012
Grievance Redress & Monitoring Organizational Structure
NSC
DSWD Secretary
National Project Director
Deputy Project Director
National Project Manager
National Grievance Monitor
Designated Fact-finding Body
National Grievance Action Officer
(Director for Legal Services)
Regional Grievance Officer
(Regional Project Manager)
Deputy Regional Grievance Officer
(Regional Project Coordinator)
DSWD Retainer Lawyer
Regional Project Director
Regional Grievance Monitor
(M&E Officer)
Municipal Grievance Monitor
(Area Coordinator)
Barangay Grievance Monitor
(Community Facilitator)
Designated Fact-finding Body
M&E Specialist
Supervising Grievance Field
Officer (CD Specialist)
5 member BA fact-finding group
5 member MIBF fact-finding group
Special MIBF
Special BA
GRS Manual Edited
J anuary 2012
Grievance Redress & Monitoring Organizational Structure
NSC
DSWD Secretary
National Project Director
Deputy Project Director
National Project Manager
National Grievance Monitor
Designated Fact-finding Body
National Grievance Action Officer
(Director for Legal Services)
Regional Grievance Officer
(Regional Project Manager)
Deputy Regional Grievance Officer
(Regional Project Coordinator)
DSWD Retainer Lawyer
Regional Project Director
Regional Grievance Monitor
(M&E Officer)
Municipal Grievance Monitor
(Area Coordinator)
Barangay Grievance Monitor
(Community Facilitator)
Designated Fact-finding Body
M&E Specialist
Supervising Grievance Field
Officer (CD Specialist)
5 member BA fact-finding group
5 member MIBF fact-finding group
Special MIBF
Special BA
National Grievanc
e handling Structure
Regional Grievance handling Structure
Municipal Grievance handling Structure
Barangay Grievance handling Structure
Information dissemination on GRS (1st BA)
GRS volunteers identified and Grievance/Fact-finding Committee established
CV training on handling of grievances conducted
Information materials available with grievance hotline (at least 1 of the ff: manual at Brgy. Hall, pamphlets/brochures given to HH, posters)
Means of reporting grievances available (at least 1 of the ff: grievance/suggestion box, phone nos., office address)
GRS Installation Checklist
Transition
Community-BasedEvaluation
Accountability Reviewand Reporting
Implemnt’n of O&M Plan
Implemnt’n of SP
& M&E
Pre-Implemnt’n Workshop
Implmt’n SP & O&M Plan & M&E
GRS Installation in CEAC
Community Consultation
(BA)
PSA
Barangay Orientation
(BA)
Municipal Orientation
SocialPreparation
Stage
Criteria Setting
Workshop MIBF
Project Development Workshop
Community Consultations (BA)
Project Identification, Selection, and
PlanningStage
MIAC Technical Review of Proposals
Preparation of detailed
Proposals
Community Consultation
s
MIBF – MDC Engagement
s
Community Consultations (BA)
Prioritization and approval of
Proposals (MIBF)
Project ApprovalStage
MIBF-EC Review of Pending Proposals
GRS Orientation
SBA and BA fact-finding group
formation
Special MIBF
and MIBF Fact-
finding group
KC interventio
n/ role
Grievance
Handling Structure
or Committe
es
Composition GRS Function
RCDS/ACT:• Training
of CVs to handle grievance and maintain viable structure
• Ensure active involvement of communities in GR
AC and CF:• Act as
Grievance Monitors at mun’l/MIBF level
MIBF • Regular members: 3 elected reps. from each BRT
• Associate members: NGO sector, local media, academe, heads of MLGU offices
• Venue for grievance redress (esp. for Types A and B)
Special MIBF
• 1 BRT member from each barangay; elected by MIBF during Criteria Setting Workshop (CSW)
• Act on grievance, suggestions, comments or queries brought to their attention
• Assist ACT in GRS installation
MIBF Fact-Finding Group
• 5 members of Special MIBF selected through drawing of lots; organized during CSW
• Verify data, gather relevant info. and clarify issues/concerns referred to SMIBF
MIAC • Inter-agency and inter-disciplinary group
• Facilitates redress of technical problems inherent to proj. dev’t and implementation
Grievance Handling at Municipal Level
KC interventio
n/ role
Grievance
Handling Structure
or Committe
es
Composition GRS Function
RCDS/ACT:• Training
of CVs to handle grievance and maintain viable structure
• Ensure active involvement of communities in GR
AC and CF:• Act as
Grievance Monitors at mun’l/MIBF level
BA • Filipinos aged 15 yrs and above
• Residing in brgy for past 6 mos.
• Registered as BA member
• Venue for grievance redress (esp. for Types A and B)
Special BA (SBA)
• 3 reps. from each purok; selected by BA during 1st BA
• Act on grievance, suggestions, comments or queries brought to their attention
• Assist ACT in GRS installation
BA Fact Finding Group
• 5 members of SBA selected through drawing of lots; organized during 1st BA
• Verify data, gather relevant info. and clarify issues/concerns referred to SBA
Lupon Tagapamayapa
• Barangay Chair and not more than 20 members; organized in every barangay
• Settling of disputes through mediation, conciliation or abitration
Grievance Handling at Barangay Level
Grievance Handling Process
1. Initiatio
n
2. Processin
g and Action
3. Feedbac
k
4. Follow-
up
Who may file? • Anyone with complaint
Channels: • Letters• Emails• Text messages• Verbal narration
from walk in complainants
• Phone calls/Fax• Suggestion boxes
INITIATION
Where to file? • Any level of the project’s
implementation structure -- DSWD central and regional offices, Municipal/MIBF and Barangay levels
Who may receive grievances, comments or queries?• Any KC staff • DSWD designated staff• Any MIBF or BA member
Grievance Handling Process
1. Initiatio
n
2. Processin
g and Action
3. Feedbac
k
4. Follow-
up
A. Sorting and Intake• Determine type of complaint• How to address it• Where to refer
PROCESSING AND ACTION
B. Verification• Gathering of facts and
clarifying info.
Level Intake Officer Verification/ Fact-finding body
DSWD Central Office
Designate of PD/DPD/PM/ NGM
Designate of PD/DPD/PM/NGM
DSWD Regional Office
Designate of RD/RPM
Designate of RD/RPM
Municipal/ MIBF level
AC Municipal: AC/CDSMIBF: MIBF Fact-finding group
Barangay level CF BA Fact-finding group
Grievance Handling Process
1. Initiatio
n
2. Processin
g and Action
3. Feedbac
k
4. Follow-
up
• Process of informing the complainant or aggrieved party of complaint status
• Provision of information required by stakeholder
If unknown • Status or the redress documents covering the
complaint will be posted in municipal and barangay bulletin boards
FEEDBACK
Grievance Handling Process
1. Initiatio
n
2. Processin
g and Action
3. Feedbac
k
4. Follow-
up
• Determine result/outcome of resolved grievances• Must be done to all resolved grievances immediately
upon the feedback - check if final resolution yielded positive result to
aggrieved party or to the community in general- Ask complainant if satisfied/not satisfied with the
resolution of the issue
**RGM should also conduct audit to review if handling of grievances was in accordance with the GRS process.**
FOLLOW-UP
Grievance
TypeActivities Resolution
A
Query, Comment, Suggestion
• Immediate response to query or comment
• Referral to appropriate office/level
All queries shall be responded to within 5 days.
• Responded to questions/clarifications of a person and he/she is satisfied with the response
Grievance Handling by Type of Grievance
Grievance
TypeActivities Resolution
B
Non-Performanc
e of Obligations
of any of the Parties Involved
Upon intake:• CF/AC endorses grievance to
SBA or SMIBF Fact Finding Group
• SBA/SMIBF Fact Finding Group gathers info. and presents findings to SBA/SMIBF
• SBA/SMIBF decides and acts on the grievance:
- Imposition of sanctions- Compromise agreement-Referral to appropriate body or level
• Designated Grievance Monitor secures GR MOVs
• Resolved at BA or MIBF level
• Resolved when the obligations to one or more parties have been complied and that all parties are satisfied with the actions taken
Ex. LGU provided LCC commitment to barangay
Grievance Handling by Type of Grievance
Grievance Type
Activities Resolution
C
Violation of Law
(misuse of funds,
corruption allegations, falsification
of documents,
etc.)
Upon intake:• CF/AC endorses grievance to
SBA or SMIBF Fact Finding Group
• SBA/SMIBF Fact Finding Group gathers info. and presents findings to SBA/SMIBF
• SBA/SMIBF decides and acts on the grievance:
- Imposition of sanctions- Compromise agreement- Referral to appropriate body or level
• Designated Grievance Monitor secures GR MOVs
• Usu. resolved in courts; SBA or SMIBF for out-of-court settlement
• Resolved when:- Money/materials were
returned (Misuse of funds)
- Rebidding conducted in accordance with the procurement law (Procurement violations)
- Appropriate sanctions to group/indiv. Have been imposed
Grievance Handling by Type of Grievance
Grievance Type
Action Resolution
Complaints against project staff,
MIAC and MIBF
members, staff from participat
ing agencies
1. Complaint against project staff• Project staff endorses grievance
to higher level (RPMT)• RPMT grievance committee
gathers relevant info- SBA/SMIBF Fact Finding
Group may also act on complaint and present findings and recomm. to DSWD
• Proj. Mgmt. acts and decides on the final resolution based on info. from Mgmt. fact finding group and SBA/SMIBF
• Designated Grievance Monitor secures GR MOVs
• Resolved at the level of participating agencies
• Resolved when:- Agreement has been
reached between parties involved on how to prevent recurrence of grievance
- Wrong doing/misdeed has been corrected
- Appropriate sanctions has been imposed to the individual
Grievance Handling by Type of Grievance
Grievance Type
Action Resolution
Complaints against project staff,
MIAC and MIBF
members, staff from participat
ing agencies
2. BLGU, MLGU staff, MIBF members and other CVs- Same process as Type B
3. Staff of other participating agencies- Same process as Type B
- A rep. from the Agency embodied by the person/party with grievance will be involved/informed of the actions taken, findings, agreements and final resolution of the grievance
- SBA/SMIBF decides and acts on the grievance:
- Imposition of sanctions- Compromise agreement- Referral to appropriate body or level
• Resolved at the level of participating agencies
• Resolved when:- Agreement has been
reached between parties involved on how to prevent recurrence of grievance
- Wrong doing/misdeed has been corrected
- Appropriate sanctions has been imposed to the individual
Grievance Handling by Type of Grievance
Level Possible Sanctions* that may be
impose d
SBA or SMIBF • Compromise agreement• Warning• Public Reprimand
Regional Project Manager (Regional Grievance Monitor)
National Project Manager
• Suspension from KC for 1 or 2 cycles• Disqualification for the entire project
duration from proposing certain types of SP
• Non-renewal of project staff
Sanctions
Indiv., group of indiv., sitio, group of sitios, brgy., group of brgys., cluster and municipality
Any sanction shall be without prejudice to the penal, civil or administrative sanctions that may be imposed by pertinent laws or guidelines.
Any person who does not agree with the
decision on a complaint or grievance may file an appeal with the next higher level of the GRS or to any appropriate office.
Should be resolved by the receiving office within 30 working days.
Appeals
Shall be used by ACT, particularly the CFs in capturing the ff:
• Issues raised and immediately addressed through BA• Issues and concerns that were settled by concerned
parties through dialogue• Community concerns that are not yet reported as
grievances but may have implications in future implementation
• Issues and concerns that came out during visits to barangays
May be community-based issues or operational issues that hamper in performance of duties
PINCOsProblems, Issues, Needs, Concerns and
Observations
Date Narrative Description
Resolution of the Issue/
Actions Taken
Recommendation (if any)
(Action needed from
RPMO/NPMO/ other agencies)
PINCOs Capture Form
• Operation and Management PINCOs
• Community PINCOs
Main role: ensure installation and functionality of GRS in project areas.
Info. dissemination, capacity building, TA Conduct GRS orientations to various stakeholders Simplify localize grievance brochure Provide coaching on GRS handling process and conflict resolution to field
staff Provide adequate support system (ex. info. boards and posters,
communication system, provision of mediators upon request of BA/MIBF)
M&E Monitor resolution of grievances and response to queries and suggestions Ensure sufficient grievance intake and report forms Conduct quarterly ex-post review of at least 10% of all decisions of SBA and
SMIBF Include in RPMT meeting agenda updates on GRS installation/functionality Submit monthly and quarterly reports to Central Office
Roles of RPMT
Monitor and ensure installation of GRS Coach grievance volunteers on GRS handling
process conflict resolution Receive complaints and accomplish intake
forms Convene grievance volunteers and facilitate
resolution of complaints and issues Monitor resolution and ensure closure to every
grievance Submit weekly, monthly and quarterly reports
to regional office
Roles of ACT/MCT
KPI #4 80% of registered grievances satisfactorily resolved in line with KC GRS
KPI Activity Milestone #4 100% of barangays with BAs oriented on KC GRS
GRS Key Performance Indicators (KPI)
Monthly and quarterly submission of
the following reports*:- Inventory of grievance cases- GRS installation at municipal and barangay
levels- PINCOs
*Submitted to the Regional Grievance Monitor on the 30th of every month
Reportorial Requirements
Bible Verses on Conflict Resolution
James 1:19
Know this, my beloved children: let every person be quick to hear, slow to speak, slow to anger;
Proverbs 15:1A soft answer turns away wrath, but a harsh word stirs up anger.
Matthew 5:9 Blessed are the peacemakers, for they shall be called children of God.
WORKSHOP
Instruction: Identify common grievances on each of the
following stages: Project Selection and Identification for PRA Project Development Sub-Project Implementation Project Management Operation and Maintenance
Use the matrix on the next slide and supply the needed data (Grievance, Action Taken, Responsible Person)
Stage: __________________COMMON GRIEVANCES
ACTIVITIES/ACTION TAKEN
RESP. PERSONS
CONFLICT AND CONFLICT RESOLUTION
Introduction
The concept of conflict , being an outcome of behaviors, is an integral part of human life. Where ever there is interaction, there is conflict. Conflict can be considered as an expression of hostility(unfriendliness or opposition), negative attitudes, antagonism, aggression, rivalry and misunderstanding.
Definition of Conflict According to Follett, “ Conflict is the appearance of difference , difference of opinions, of interests.”
According to Louis R. Pondy, ‘Conflict’ is:
(i)Antecedent conditions, for example: Scarcity of resources, policy differences among individuals, etc.,
(ii)Effective states of the individuals involved, for example: stress, tension, hostility, anxiety, etc.,
(iii)Cognitive states of individuals, i.e., their perception of awareness of conflict situations.
(iv)Changed behavior ranging from passive resistance to overt aggression.
It is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect something that the first party cares about.
Conflict is a psychological state of mind when people are in a dilemma whether to do or not to do a thing, is a state of conflict.
Whom do we come into conflict with?
Types of conflict
•Functional / Constructive – support the goals of the group and improves its performance.•Dysfunctional / Destructive – conflict that hinders group performance.•The functional conflicts can be differentiated from the dysfunctional conflicts on the basis of the following three attributes:(i)Task Conflict: Related to content and goals of the work.(ii)Relationship Conflict: Focuses on interpersonal relationships.(iii)Process Conflict: Process conflict relates to how the work gets done.
Aspects of ConflictFunctional Aspects:
Stimulant for change
Creativity and Innovation
Group Cohesion
Avoidance of Tension
Identification of Weakness
Challenge
Dysfunctional Aspects:
Resignation of Personnel
Tensions
Dissatisfaction
Creation of Distrust
Goal Displacement
Weakening of Organization
Positive Negative• Increased involvement • Unresolved anger• Increased cohesion • Personality clashes• Innovation and creativity • Less self-esteem• Personal growth and change • Inefficiency• Clarification of key issues • Diversion of energy from work• Organizational vibrancy • Psychological well being threatened
• Individual and group identities • Wastage of resources• Negative climate• Group cohesion disrupted.
Positives and Negatives of Conflict
Conflict Resolution in Groups
Resolving Intra-Group Conflict : Conflict within a family or team can be resolved if the members recognize and respect roles of each member. All the members need to realize that divided they stand, united they fall. Probably a family friend or head may intervene to resolve the dispute if the members fail to resolve the conflict themselves.
Resolving Inter-Group Conflict: The approaches that are available for resolving inter-group conflict are as follows:
a.Problem-Solving
b.Avoidance
c.Smoothen
d.Compromise
e.Expansion of Resources
f.Organization Redesign
g.Superordinate goals
Problem-solving: Problem-solving is considered to be the most effective approach available as it emphasizes the attainment of the common interests of both conflicting parties. In Problem-solving strategy, attempts are made to find a solution that integrates the needs of both parties. The two parties work together both to define the problem and to identify mutually satisfactory solutions.
Organization Redesign: Changing organizational structure is another approach for resolving conflict, particularly when the sources of conflict come from the coordination of work among different departments or divisions. One way of redesigning organizations is to reduce task interdependence between groups and give each group clear responsibilities. Another way is to transfer or exchange of members of conflicting groups. An appeal system may also be developed to eliminate the arbitrary use of power.
Superordinate Goals: Appealing to superordinate goals is another way of resolving conflict. The superordinate goal is a common goal of both conflicting parties and combined efforts of both parties will be needed to realize the goal. For example: Survival of the organization can be a superordinate goal. Creating an awareness that the organization’s survival will be jeopardized [Put(someone or something) into a situation in which there is a danger of loss, harm, or failure.] if conflicting groups do not work in union and can have a salutary(Producing good effects) effect on disputing parties.
Expansion of Resources: To the extent that scarce resources cause conflict, removing their scarcity will help resolve conflict. If upgradation of one’s position has caused ripples elsewhere, some more jobs might be similarly upgraded. If increased budget allocation to one department has caused heart burn to the members of rival department, the rival division’s allocation can also be correspondingly increased, and so on.
Smoothen: The process of playing down the differences between individuals or groups and highlighting their common interests is called smoothening. Finding and emphasizing similarities between conflicting parties, while playing down differences, can eventually lead the parties to realize that the two are not as far apart as was first believed. With shared viewpoints on some issue, the ability to work towards a smoothen can help reduce the intensity of the conflict and avoid an escalation of open hostility. However, smoothen is recommended as a stop gap measure to let people cool down and regain perspective.
Key points to remember•Be a model of calm and control•Don't give in to emotional outbursts•Don't assume people are being difficult intentionally•Find a quiet place in to resolve conflicts....privately
Set some ground rules for the discussion:•No raising of voices•This is not a debate•Speak only for yourself..."I" phrases•Confront the issues, not the people•Maintain or enhance self-esteem
ADR
FORMS OF DISPUTE RESOLUTION
What is Arbitration?
The settling of disputes (especially labor disputes) between two parties by an impartial third party, whose decision the contending parties
agree to accept. Arbitration is often used to resolve conflict
diplomatically to prevent a more serious confrontation.
What Is Mediation?
A neutral third party called “mediator” helps two or more
parties to solve a dispute or conflict by facilitating their
negotiations.
Arbitration vs. Mediation
The main difference between arbitration and mediation is a simple one: arbitrators hand down decisions, just as judges do, which can only be contested under certain circumstances. In other words, by agreeing to arbitration a party agrees to be bound by the arbitrator’s ruling, barring some exceptional deviation from the normal procedure.
The basic similarities and differences between these two forms of dispute resolution:
MEDIATION ARBITRATIONCan be voluntary or compulsory
(court ordered) Can be voluntary or compulsory (court
ordered)
Trial is stayed (put on pause) pending outcome
Trial is replaced by arbitration
Generally involves a single mediator
There might be a single arbitrator or a panel of arbitrators
Mediators need not have any formal legal training
Arbitrators need not have any formal legal training
Choice of mediator often has an important effect on the settlement
reached
Choice of arbitrator can be crucial, and especially in panel situations can lead to
further litigation
Mediator’s function is to facilitate negotiation
Arbitrator’s function is to render a decision on the matter
Mediation ends when settlement is reached or when parties are
deadlocked
Arbitration ends when the decision is handed down
Agreements to mediate are generally enforceable, requiring the parties to make a good faith effort to arrive at a settlement
agreement
Agreements to arbitrate are generally enforceable, requiring the parties to
accept the arbitrator’s decision as if it were a court decision .
Michael Noone,in Mediation,outlines four principal characteristics:
a. Accessibleb. Voluntaryc. Confidentiald. Facilitative
Facilitative and evaluative styles of mediation:
1. Mediator’s qualification, training, knowledge and experience
2. Some mediator are more evaluative of the subject matter
3. As well as facilitating the process, they will weigh up the arguments on each side, challenge the parties and give a view on positions taken or options raised.
4. They will not act as judge
MEDIATION- THE SKILLS NEEDED
There are some people who may be better suited to being mediators.
Negotiation skills You need to know about the different approaches to
negotiation, and how they can be used by the parties in a mediation to similar effect.
You must be a problem solver, and be able to suggest possible offers and counter-offers to each party.
Building trust This confidence comes from trust.
Maintaining neutrality You can be challenging and firm, but never
judgmental
Maintaining impartiality As well as appearing neutral about the outcome,
you must treat the parties impartially.
Facilitating the process Part of your job as mediator is to ensure that the
process runs as smoothly as possible.
Controlling the process and the people People involved in a mediation can sometimes
behave honestly, calmly and fairly, but they can also sometimes be emotional, selfish, deceitful, rude or bullying.
You will also act as a chairperson when the parties are talking to each other and should be able to stop one party dominating or two people talking at the same time.
What should those taking part in a mediation consider?
The role of those acting as lawyers in a mediation is to give advise and to help negotiate with the other side
During the mediation, they must let the mediator take control of the process.
They must employ a creative, problem solving approach.
If they are overly aggressive or confrontational, they may stop the mediation working
Remember that the mediation settlement can include anything the parties will agree to.
The Advantages and Disadvantages of Mediation
Advantages A high success rate A chance to be heard A fair one Can be informal Creative Informative Can be fast
Cheap Confidential Discussions are all without prejudice Voluntary The parties have more control Convenient Can be used for any kind of dispute
Disadvantages
Even a binding agreement which is written down and signed only has the same level of enforceability as an ordinary contract. That doesn’t compare with a court order.
The parties have to agree to mediate. There are some cases where mediation is not
going to be appropriate. Need to get the timing right.
The Mediation Process
WHO SHALL BE PRESENT?
-the parties involved
-the mediators
HOW LONG DOES MEDIATION TAKE?
-the full session lasts 1 ½ to 2 ½ hours
- most situations are resolved in one or two sessions
1. PREPARATION
The mediator reviews the case ahead of time.
Review necessary skills and approaches which will help for the closure of the grievance
2. OPENING OF CONVERSATION
This step sets the tone of the mediation. Mediator shall establish his presence and facilitate effective communication among people involved.
3. UNINTERRUPTED TIME
This phase gives each party the chance to hear his/her story without disruption.
It gives the mediator another opportunity to set a serious, respectful mood where each party can begin to listen, express his/her feelings about what has occurred and present what he wants to accomplish in the proceeding.
4. THE EXCHANGE
This phase is an open discussion period where the disputing parties, including the mediator, responded to each other’s uninterrupted time allegations or statements and explore information, perceptions, interests and feelings.
This phase is mostly about assisting the parties move towards reconciliation.
5. SETTING THE AGENDA
This phase is for reframing the complaints and concerns as a set of issues for problem solving. Together with the participants, the mediator shall define the issue and start to create common ground for negotiation.
STEPS:a) The mediator shall be able to acknowledge the
perspectives and feelings of both parties and summarize what has been accomplished so far during the previous phase.
b) The mediator shall list the topics or issues that need to be discussed.
6. Making the Agreement
This phase gives both parties the skill for them to resolve each issue which will help build commitment to the emerging agreement.
7. Writing the Agreement
At the last phase of the mediation process, the written agreement gives a clear ending point to the mediation process. The agreement reached by both parties helps them sustain the progress they made during the proceeding. Prior to closing the mediation process, the parties shall commit to what has been agreed.
THANK YOU!
The Regional Grievance Monitor, thru the
Hotline, received Text Messages coming from certain barangays raising issues and concerns. It was forwarded to the Area Coordinator. The Area Coordinator, in a meeting, designated the CEF concerned to take appropriate action on the Barangay Level. The text message was forwarded to the CEF.
Articulate your action thru Role-Playing using the mediation process.
WORKSHOP
Peace be with you!