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

Outline

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

KC GRS

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.

GRS Principles

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

Rights and Obligations of KC

Participants

Rights

Right
Right
Right
Right
Right

to information
against intervention
to a graft-free project
to participate and be heard
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.

Grievance Types
Type

Description

Queries, comments
contentious)

and

suggestions

(non-

Compliance with project processes, MOA and

other KC implementation arrangements (nonperformance of obligations )

Conformance with KC/Govt Procurement and

Finance guidelines (violation of law).

National
Grievanc
e
handling
Structure

Municipal
Grievance
handling
Structure
Barangay
Grievance
handling
Structure

Regional
Grievance
handling
Structure

GRS Installation Checklist

Information dissemination on GRS (1st BA)

GRS volunteers identified and Grievance/Factfinding 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
Orientation

Accountability Review
Community-Based
and Reporting
Evaluation

Transition

Implemntn
of O&M Plan
Implemntn
of SP
& M&E

Municipal
Orientation

Implmtn
SP & O&M
Plan & M&E

Social
Preparation
Stage

Pre-Implemntn
Workshop

GRS Installation in
CEAC

MIBF MDC
Engagement
s
MIBF-EC Review
of Pending
Proposals
Community
Consultations (BA)

Project Approval
Stage

Prioritization and
approval of
Proposals (MIBF)
Community
Consultation
s

SBA and
BA factfinding
group
formation

Project
Identification,
Selection, and
Planning
Stage

Barangay
Orientation
(BA)

Community
Consultation
(BA)

Criteria
Setting
Workshop
MIBF
Project Development
Workshop
Preparation of
detailed
Proposals

Community Consultations
(BA)
MIAC Technical
Review of
Proposals

PSA

Special
MIBF
and
MIBF
Factfinding

Grievance Handling at Municipal Level

KC
interventio
n/ role

Grievanc
e
Handling
Structure
or
Committe
es

RCDS/ACT:
Training
of CVs to
handle
grievance
and
maintain
viable
Special
structure
Ensure
MIBF
active
involvemen
t
of
communitie
s in GR
MIBF
AC and CF:
Act
as Fact-

MIBF

Composition

GRS Function

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)

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

5 members of Special
MIBF selected through

Verify data, gather

relevant
info.
and

Grievance Handling at Barangay Level

KC
interventio
n/ role

Grievanc
e
Handling
Structure
or
Committe
es

RCDS/ACT:
Training
of CVs to
handle
grievance
and
maintain
viable
structure
Ensure
active
involvemen
t
of
communitie
s in GR
AC and CF:
Act
as

BA

Composition

Special
BA
(SBA)

GRS Function

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)

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

Grievance Handling Process

2.
Processin
g and
Action

1.

Initiatio
n

INITIATION

3.
Feedbac
k

4.
Followup

Who may file?

Where to file?

Anyone with complaint

Channels:
Letters
Emails
Text messages
Verbal narration
from walk in
complainants
Phone calls/Fax
Suggestion boxes

Any level of the projects

implementation
structure -- DSWD central
and
regional
Municipal/MIBF
Barangay levels

offices,
and

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

A. Sorting and Intake

. Determine type of complaint
. How to address it
. Where to refer
Level

PROCESSIN
G AND
ACTION

Intake Officer

4.
Followup

B. Verification

Gathering of facts and

clarifying info.

Verification/ Factfinding 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/CDS
MIBF: MIBF Factfinding group

Barangay level

CF

BA Fact-finding group

Grievance Handling Process

1.
Initiatio
n

FEEDBACK

2.
Processin
g and
Action

3.
Feedbac
k

4.
Followup

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

Grievance Handling Process

1.
Initiatio
n

FOLLOW-UP

2.
Processin
g and
Action

3.
Feedbac
k

4.
Followup

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.
**

Grievance Handling by Type of

Grievance
Grievance
Type

Activities

Immediate response to query or

comment
Referral to appropriate
office/level

Query,
Comment,
Suggestion

All queries shall be responded to

within 5 days.

Resolution

Responded
to
questions/clarificatio
ns of a person and
he/she is satisfied
with the response

Grievance Handling by Type of

Grievance

Grievance
Type
B

Activities

Upon intake:
CF/AC endorses grievance to
NonSBA or SMIBF Fact Finding
Performanc
Group
e of
Obligations SBA/SMIBF Fact Finding Group
of any of
gathers info. and presents
the Parties
findings to SBA/SMIBF
Involved
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

Resolution

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
Grievanc
Activities
Resolution
e Type
C
Violation
of Law
(misuse of
funds,
corruption
allegations,
falsification
of
documents,
etc.)

Upon intake:
Usu. resolved in
CF/AC endorses grievance to
courts; SBA
or
SBA or SMIBF Fact Finding
SMIBF for out-ofGroup
court settlement

SBA/SMIBF Fact Finding Group Resolved when:

gathers info. and presents - Money/materials were
returned (Misuse of
findings to SBA/SMIBF
funds)

SBA/SMIBF decides and acts on

the grievance:
- Imposition of sanctions

Rebidding conducted
in accordance with the
procurement
law
(Procurement
violations)

Appropriate sanctions
to group/indiv. Have
been imposed

- Compromise agreement
- Referral to appropriate body or
level

Designated Grievance Monitor

secures GR MOVs

Grievance Handling by Type of

Grievance
Grievance
Action
Resolution
Type
1. Complaint against project staff Resolved at the level
. Project staff endorses grievance
of
participating
Complaint
to higher level (RPMT)
agencies
s against . RPMT grievance committee
project
gathers relevant info
Resolved when:
has
been
- SBA/SMIBF
staff,
Fact
Finding - Agreement
reached between parties
MIAC and
Group may also act on
involved
on
how
to
MIBF
complaint
and
present
prevent
recurrence
of
members,
findings and recomm. to
grievance
staff from
DSWD
participat
- Wrong doing/misdeed has
. Proj. Mgmt. acts and decides on
ing
been corrected
agencies
the final resolution based on
info. from Mgmt. fact finding - Appropriate sanctions has
been imposed to the
group and SBA/SMIBF

individual

. Designated Grievance Monitor

secures GR MOVs

Grievance Handling by Type of

Grievance
Grievance
Action
Resolution
Type
2. BLGU, MLGU staff, MIBF
members and other CVs
Complaint - Same process as Type B
s against
project
3. Staff of other participating
staff,
agencies
MIAC and - Same process as Type B
MIBF
members, - A rep. from the Agency
staff from
embodied by the person/party
participat
with
grievance
will
be
ing
involved/informed of the actions
agencies
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

Sanctions
Level

Possible Sanctions* that may be

impose d

SBA or SMIBF

Compromise agreement
Warning
Public Reprimand

Regional Project
Manager (Regional
Grievance Monitor)

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

National Project
Manager

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.

Appeals

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.

PINCOs
Problems, Issues, Needs, Concerns and
Observations

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

PINCOs Capture Form

Operation and Management

PINCOs
Community PINCOs
Date

Narrative
Description

Resolution of
the Issue/
Actions Taken

Recommendatio
n (if any)
(Action needed
from
RPMO/NPMO/
other agencies)

Roles of RPMT
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 ACT/MCT

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

GRS Key Performance Indicators

(KPI)
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

Reportorial
Requirements

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

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 15:1
A 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

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 Conflict
Functional Aspects:

Dysfunctional Aspects:

Stimulant for change

Resignation of Personnel

Creativity and Innovation

Tensions

Group Cohesion

Dissatisfaction

Avoidance of Tension

Creation of Distrust

Identification of
Weakness
Challenge

Goal Displacement
Weakening of
Organization

Positive

Positives and Negatives of

Conflict
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.

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

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.

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 organizations 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 ones 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 divisions 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

labordisputes) 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 arbitrators ruling,
barring some exceptional deviation
from the normal procedure.

The basic similarities and differences between

these two forms of dispute resolution:
MEDIATION
ARBITRATION
Can be voluntary or compulsory
Can be voluntary or compulsory (court
(court ordered)
ordered)
Trial is stayed (put on pause)
Trial is replaced by arbitration
pending outcome
Generally involves a single
There might be a single arbitrator or a
mediator
panel of arbitrators
Mediators need not have any
Arbitrators need not have any formal
formal legal training
legal training
Choice of mediator often has an Choice of arbitrator can be crucial, and
important effect on the settlement especially in panel situations can lead to
reached
further litigation
Mediators function is to facilitate
Arbitrators function is to render a
negotiation
decision on the matter
Mediation ends when settlement is
Arbitration ends when the decision is
reached or when parties are
handed down
deadlocked
Agreements to mediate are
Agreements to arbitrate are generally
generally enforceable, requiring
enforceable, requiring the parties to
the parties to make a good faith
accept the arbitrators decision as if it
effort to arrive at a settlement
were a court decision .
agreement

Michael Noone,in Mediation,

outlines four principal

characteristics:
a. Accessible
b. Voluntary
c. Confidential
d. Facilitative

Facilitative and evaluative styles of

mediation:

1. Mediators 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
doesnt 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 to 2
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 others 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!

WORKSHOP

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.

Peace be with you!