Grievance Redress Mechanism: Enhancing Project Efficiency

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Grievance Redress
Mechanism
 
SENSITIZATION OF FACILITY GRM FOCAL
PERSONS
 
 
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Introduction to grievance redress mechanisms
Importance of grievance redress mechanism to a project
Types of Grievances and redress outcomes
Principles of a good GRM
Project grievance handling structures
GRM tools
Timelines and Reporting
GRM contacts at National level
Responsibilities and protocols for handling complaints
 
G
R
M
 
Covers 47 counties and the National government
Focuses on all grievances whether major or minor that have linkage
to the project either by what the project is doing or what it is not
doing yet it was supposed  to do.
The GRM has 
four specific objectives
, which are to facilitate:
Smooth implementation of the project;
Timely and effective resolution of problems;
Strengthening stakeholder engagement, trust and transparency;
Ensuring that recurring problems are mitigated in future.
 
What is a grievance?
 
A
ny 
c
oncern
 or dissatisfaction
 or 
discontent, with the 
facility and/or services
offered/provided, about actions taken/not taken 
whether exposed or not, whether
valid or not, which 
the public/
employee thinks, believes or even feels to be unfair,
unjust or inequitable.” 
J.M. Jucius,
Grievance:
 An official statement of a complaint over something believed to be wrong
or unfair. (Oxford English Dictionary)
 
A “
patient grievance
” is a written or verbal complaint by a 
patient
, or
the 
patient's
 representative, regarding the 
patient's
 care, abuse or neglect, or issues
related to the 
facility
.
Medical Grievances
 –specific to 
medical
 care or treatment,
 
 
 
 
 
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Grievance Redress Mechanism (GRM):
 A set of structures, procedures and
processes by which complaints, queries, clarifications and feedback about a
project are responded.
It Provides affected people with avenues for making a complaint or
resolving any dispute that may arise during the course of the
implementation of a project;
Ensures that appropriate and mutually acceptable redress actions are
identified and implemented to the satisfaction of complainants; and
Avoids the need to resort to judicial proceedings
 
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A well-designed and implemented complaints handling mechanism significantly
enhances operational efficiency in a variety of ways, including
Generating public awareness about the project and its objectives;
Deterring fraud and corruption;
Mitigating risks;
Providing project staff with practical suggestions/feedback that allow them to be
more accountable, transparent, and responsive to beneficiaries;
Increases stakeholder involvement in the project.
An effective GRM can help detect problems before they become more
widespread, thereby preserving the project reputation 
specifically
 
Types of Grievances
 
Real or Imaginary:
Expressed or Implied:
Visible Grievances or Hidden Grievances:
Oral or Written:
Disguised Grievances: mental pressure or frustration
,
 other factors and not
related to work.
Individual or Group Grievances:
Union Grievances: on behalf of member employees
Policy Grievances: relating to terms of employment
 
 
5 Common Patient Complaints in Healthcare
 
Lack of Communication and Dismissiveness
Long Wait Times.
Issues with Staff Members.
Amount of Time Spent with Doctor.
Insurance and Billing.
 
 
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Service delivery related complaints
Workers complaints
Complaints due to professional negligence
GBV/Sexual Exploitation and Abuse (SEA)
Environmental and community health hazards
Fraud and corruption
Complaints from VMG communities
Complaints related to socio-economic concerns during COVID 19
 
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Negotiated
: voluntary agreement between two parties to a dispute.
 
Mediated
: voluntary agreement between two parties to a dispute to seek its
resolution through the less formal method of mediation by a neutral third party.
The ultimate acceptance or rejection of the proposed remedy lies with the
disputing parties.
 
Apology
: something that you say or write to tell someone that you are sorry that
you have hurt them or caused trouble for them. This is with or without reference
to mitigating circumstances.
 
Award:  
This means that the complainant(s) is accorded some compensation
 
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Fairness 
:  
Grievances should be handled confidentially, assessed impartially, and managed
transparently.
Objectivity and independence 
: 
The GRM should operate independently of all interested
parties in order to guarantee fair, objective, and impartial treatment to each case. GRM
officials should have the means and powers to investigate grievances (e.g., interview
witnesses, access records).
Simplicity and accessibility 
: 
Procedures to file grievances and seek action should be simple
enough for project beneficiaries to understand them.
 
The GRM should be accessible to all
stakeholders, irrespective of the remoteness of the area they live in, the 
language
 they speak,
and their level of 
education or income
.
 
Principles of Effective GRMs
 
Responsiveness and efficiency-  
The GRM is designed to be responsive to the needs of all
complainants. Accordingly, officials handling grievances are trained to take effective action
upon, and respond quickly to, grievances and suggestions.
Speed and proportionality- 
All grievances, simple or complex, are addressed and resolved as
quickly as possible. The action taken on the grievance or suggestion is swift, decisive, and
constructive.
Participatory and social inclusion-  
Special attention is given to ensure that poor people and
marginalized groups, including those with special needs, are able to access the GRM.
 
 
What does a GRM typically look like?
 
 
Receive and register grievance
 
Acknowledge, Assess, Assign
 
Develop a proposed response
 
Communicate proposed response to complainant and seek agreement on the response
 
Implement the response to resolve the grievance
 
Review the response if unsuccessful
 
Close out or refer the grievance
 
 
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15
 
1.
U
p
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D
o
s
 
Create accessible uptake locations and channels •
Maintain log books at various levels to record all complaints, inquiries, and suggestions received.
Publicize uptake options/contact information on communication materials, in offices, etc.
 
D
o
n
t
s
Create barriers to complaining by making uptake processes time consuming or complicated
Forget to take measures to ensure that vulnerable groups are able to access the GRM
 
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Signal importance of complaints handling  putting topic as agenda item for management meetings
 Establish a tracking system to record, classify, and assess complaints
Analyze grievance redress data and make improvements
 
D
o
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t
s
 
 Miss the opportunity to integrate the GRM into the project’s management information system
View the resolution of complaints as an end in itself—it is just a first step in improving processes
 
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Clearly outline who is responsible for handling different types of complaints
 Establish clear timetables for the complaints-handling process
Assign each complaint a unique ID number
 
D
o
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t
s
 
 Leave any ambiguity about how complaints are supposed to be routed
 Develop a GRM that does not differentiate between different types of complaints
 
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Contact users to explain how their complaint was resolved and how they can appeal
Publicize results of investigations to enhance visibility of and increase trust in the GRM
D
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t
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 Neglect to follow up with users; this undermines trust in the GRM
 Keep complaint results private; this undermines transparency
 
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Grievance Identification
 Methods
 
Direct observation
Suggestion
 box system,
O
pinion surveys, morale survey, attitude survey, job satisfaction survey, and
grievance survey,
O
pen-door policy. encourage upward communication
 
and keep their doors open
physically and psychologically.
E
xit interview
 
 
Procedure for Handling complaints
 
Listen.. ...
 Give e
very grievance 
due respect 
and consider 
important
Empathize. Place yourself in the 
patient's
 place. ...
Inquire. ...
 Gather facts
 and 
maintain 
their proper records 
–should be in writing
Act. ...
 Make a 
list of all 
options,
solutions
,  ev
aluate them
 on 
their effect
Conclude. ...
 Communicate 
decision reached.
 Make f
ollow-up 
on 
action taken
Document.
 
 
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S
y
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:
 
Timely Action –
Acknowledgement of Grievance.
 Identifying the Problem – 
D
iagnose the problem.
Collecting Facts – relevant facts and profile relating to the grievance.
Analyzing the Cause – root of the problem.
T
aking Decision –
A
lternative courses of action suited to a given situation
Implement the Decision – 
C
ommunicat
e 
to the grievant and implemented by the
authority.
 
 
Some common errors are:
 
Stopping too soon in the search of facts
Expressing a management opinion before all the pertinent facts have been
discovered
 Failing to maintain proper records
Resorting to 
management
 f
acts
 instead of discussing the facts of
public/
employee grievance and attempting to change minds
Communicating the decision to the grievant in an improper manner
Taking wrong or hasty decision, which the facts of the case do not justify.
 
 
R
ESPONDING
 
TO
 
GRIEVANCES
-TIPS
 
 
Most complaints can be resolved quickly and satisfactorily by:
1.
Dealing with complaints in person;
2.
Apologizing for inadvertent breaches;
3.
Rectifying root causes;
4.
Assuring complainants that their complaint will be treated seriously and
future preventative action will be instituted where possible.
5.
Ensure trustworthy, empathetic and fair people deal with complaints;
6.
Train staff in complaints handling skills for all staff: listen, empathize and
calm. Never dismiss or insult people.
7.
Complaints are positive as they give an opportunity to improve the project
and see where priority needs are.
8.
ANYONE MAY RECEIVE A COMPLAINT
9.
ENSURE CONFIDENTIALITY AND WHISTLE BLOWER PROTECTION
 
 
24
24
 
Grievance Prevention
 
 
Provide sufficient and timely information to communities.- Many grievances arise
because of misunderstandings; lack of information; or delayed, inconsistent, or
insufficient information.
 Conduct meaningful community consultations.
 Build capacity for project staff, particularly community facilitators and other field-
level staff.
 
 
Group Exercise
 
1.What mechanisms do you have in place:
a.
At health centre level;
b.
Sub county level
c.
County level
2. Who are the focal persons at each level?
a.
Have they received an orientation in receiving/logging/resolution and
referral? If not when can you do this?
b.
Have you raised awareness among the community about the GRMs at
the 3 levels? How/when with whom?  If not, how can you do this.
c.
Any challenges or suggestions to strengthen the GRM?
 
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Understanding the Grievance Redress Mechanism (GRM) is crucial for effective project management. This mechanism aims to address complaints and concerns related to project implementation, ensuring transparency and stakeholder engagement. By sensitizing facility GRM focal persons and following structured processes, projects can enhance operational efficiency, mitigate risks, and improve accountability. A well-designed complaints handling mechanism not only resolves issues but also fosters trust and transparency in project delivery.


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  1. Grievance Redress Mechanism SENSITIZATION OF FACILITY GRM FOCAL PERSONS

  2. Presentation outline Presentation outline Introduction to grievance redress mechanisms Importance of grievance redress mechanism to a project Types of Grievances and redress outcomes Principles of a good GRM Project grievance handling structures GRM tools Timelines and Reporting GRM contacts at National level Responsibilities and protocols for handling complaints

  3. GRM GRM Covers 47 counties and the National government Focuses on all grievances whether major or minor that have linkage to the project either by what the project is doing or what it is not doing yet it was supposed to do. The GRM has four specific objectives, which are to facilitate: Smooth implementation of the project; Timely and effective resolution of problems; Strengthening stakeholder engagement, trust and transparency; Ensuring that recurring problems are mitigated in future.

  4. What is a grievance? Any concern or dissatisfaction or discontent, with the facility and/or services offered/provided, about actions taken/not taken whether exposed or not, whether valid or not, which the public/employee thinks, believes or even feels to be unfair, unjust or inequitable. J.M. Jucius, Grievance: An official statement of a complaint over something believed to be wrong or unfair. (Oxford English Dictionary) A patient grievance is a written or verbal complaint by a patient, or the patient's representative, regarding the patient's care, abuse or neglect, or issues related to the facility. Medical Grievances specific to medical care or treatment,

  5. Grievance redress mechanisms Grievance redress mechanisms Grievance Redress Mechanism (GRM): A set of structures, procedures and processes by which complaints, queries, clarifications and feedback about a project are responded. It Provides affected people with avenues for making a complaint or resolving any dispute that may arise during the course of the implementation of a project; Ensures that appropriate and mutually acceptable redress actions are identified and implemented to the satisfaction of complainants; and Avoids the need to resort to judicial proceedings

  6. Importance of grievance redress mechanism to a Importance of grievance redress mechanism to a project project A well-designed and implemented complaints handling mechanism significantly enhances operational efficiency in a variety of ways, including Generating public awareness about the project and its objectives; Deterring fraud and corruption; Mitigating risks; Providing project staff with practical suggestions/feedback that allow them to be more accountable, transparent, and responsive to beneficiaries; Increases stakeholder involvement in the project. An effective GRM can help detect problems before they become more widespread, thereby preserving the project reputation specifically

  7. Types of Grievances Real or Imaginary: Expressed or Implied: Visible Grievances or Hidden Grievances: Oral or Written: Disguised Grievances: mental pressure or frustration, other factors and not related to work. Individual or Group Grievances: Union Grievances: on behalf of member employees Policy Grievances: relating to terms of employment

  8. 5 Common Patient Complaints in Healthcare Lack of Communication and Dismissiveness Long Wait Times. Issues with Staff Members. Amount of Time Spent with Doctor. Insurance and Billing.

  9. Complaint categories Complaint categories Service delivery related complaints Workers complaints Complaints due to professional negligence GBV/Sexual Exploitation and Abuse (SEA) Environmental and community health hazards Fraud and corruption Complaints from VMG communities Complaints related to socio-economic concerns during COVID 19

  10. Grievance redress outcomes Grievance redress outcomes Negotiated: voluntary agreement between two parties to a dispute. Mediated: voluntary agreement between two parties to a dispute to seek its resolution through the less formal method of mediation by a neutral third party. The ultimate acceptance or rejection of the proposed remedy lies with the disputing parties. Apology: something that you say or write to tell someone that you are sorry that you have hurt them or caused trouble for them. This is with or without reference to mitigating circumstances. Award: This means that the complainant(s) is accorded some compensation

  11. Principles of Effective GRMs Principles of Effective GRMs Fairness : Grievances should be handled confidentially, assessed impartially, and managed transparently. Objectivity and independence : The GRM should operate independently of all interested parties in order to guarantee fair, objective, and impartial treatment to each case. GRM officials should have the means and powers to investigate grievances (e.g., interview witnesses, access records). Simplicity and accessibility : Procedures to file grievances and seek action should be simple enough for project beneficiaries to understand them. The GRM should be accessible to all stakeholders, irrespective of the remoteness of the area they live in, the language they speak, and their level of education or income.

  12. Principles of Effective GRMs Responsiveness and efficiency- The GRM is designed to be responsive to the needs of all complainants. Accordingly, officials handling grievances are trained to take effective action upon, and respond quickly to, grievances and suggestions. Speed and proportionality- All grievances, simple or complex, are addressed and resolved as quickly as possible. The action taken on the grievance or suggestion is swift, decisive, and constructive. Participatory and social inclusion- Special attention is given to ensure that poor people and marginalized groups, including those with special needs, are able to access the GRM.

  13. What does a GRM typically look like? Receive and register grievance Acknowledge, Assess, Assign Develop a proposed response Communicate proposed response to complainant and seek agreement on the response Implement the response to resolve the grievance Review the response if unsuccessful Close out or refer the grievance

  14. GRM Value Chain Uptake - How are grievances collected? At how many locations and through what channels? What is the organizational structure for grievances handling? Sorting and Processing How are grievances categorized, logged and prioritized? Who are they referred to? How are they addressed? Acknowledgement and Follow Up Are complainants provided receipts? How are they provided progress updates? Verification, Investigation and Action How is information about the grievance gathered to resolve it? How are grievances escalated to higher levels? Monitoring and Evaluation How are grievances tracked? How is grievances data analyzed? How are processes modified to prevent grievances from recurring? Feedback How are GRM users and the public at large informed about the results of investigations and the actions taken on grievances?

  15. GRM Dos and Donts 1. Uptake Dos Create accessible uptake locations and channels Maintain log books at various levels to record all complaints, inquiries, and suggestions received. Publicize uptake options/contact information on communication materials, in offices, etc. Create barriers to complaining by making uptake processes time consuming or complicated Forget to take measures to ensure that vulnerable groups are able to access the GRM Don ts 15

  16. GRM Dos and Donts 2. Monitor and evaluate Dos Signal importance of complaints handling putting topic as agenda item for management meetings Establish a tracking system to record, classify, and assess complaints Analyze grievance redress data and make improvements Don ts Miss the opportunity to integrate the GRM into the project s management information system View the resolution of complaints as an end in itself it is just a first step in improving processes 16

  17. GRM Dos and Donts 3. Sort and process Dos Clearly outline who is responsible for handling different types of complaints Establish clear timetables for the complaints-handling process Assign each complaint a unique ID number Don ts Leave any ambiguity about how complaints are supposed to be routed Develop a GRM that does not differentiate between different types of complaints 17

  18. GRM Dos and Donts 4. Provide feedback Dos Contact users to explain how their complaint was resolved and how they can appeal Publicize results of investigations to enhance visibility of and increase trust in the GRM Don ts Neglect to follow up with users; this undermines trust in the GRM Keep complaint results private; this undermines transparency 18

  19. Steps in Setting Up a Basic GRM Steps in Setting Up a Basic GRM GRM Area Activities Assign a specific email id, phone number. Set up an easy to access "Suggestion/Grievance box . Designate a grievance officer to receive, log, monitor or track grievances Modify the project website (if any) to create a permanent sub-window that facilitates collection of complaints. Complaint Receipt Suggest timeframes and procedures to receive, log, monitor or track complaints and respond to complainants. Assign grievance resolution responsibilities to existing staff Complaint Processing Design a simple, easy to use, excel-based or log-book based complaint registration and monitoring database Regularly review feedback received, cases resolved and complaints trends in resettlement review meetings. Monitoring and Tracking Complaints

  20. Grievance Identification Methods Direct observation Suggestion box system, Opinion surveys, morale survey, attitude survey, job satisfaction survey, and grievance survey, Open-door policy. encourage upward communication and keep their doors open physically and psychologically. Exit interview

  21. Procedure for Handling complaints Listen.. ... Give every grievance due respect and consider important Empathize. Place yourself in the patient's place. ... Inquire. ... Gather facts and maintain their proper records should be in writing Act. ... Make a list of all options,solutions, evaluate them on their effect Conclude. ... Communicate decision reached. Make follow-up on action taken Document.

  22. Essentials of a Good Grievance Redressal Essentials of a Good Grievance Redressal System Timely Action System: Acknowledgement of Grievance. Identifying the Problem Diagnose the problem. Collecting Facts relevant facts and profile relating to the grievance. Analyzing the Cause root of the problem. Taking Decision Alternative courses of action suited to a given situation Implement the Decision Communicate to the grievant and implemented by the authority.

  23. Some common errors are: Stopping too soon in the search of facts Expressing a management opinion before all the pertinent facts have been discovered Failing to maintain proper records Resorting to management facts instead of discussing the facts of public/employee grievance and attempting to change minds Communicating the decision to the grievant in an improper manner Taking wrong or hasty decision, which the facts of the case do not justify.

  24. RESPONDINGTOGRIEVANCES-TIPS Most complaints can be resolved quickly and satisfactorily by: 1. Dealing with complaints in person; 2. Apologizing for inadvertent breaches; 3. Rectifying root causes; 4. Assuring complainants that their complaint will be treated seriously and future preventative action will be instituted where possible. 5. Ensure trustworthy, empathetic and fair people deal with complaints; 6. Train staff in complaints handling skills for all staff: listen, empathize and calm. Never dismiss or insult people. 7. Complaints are positive as they give an opportunity to improve the project and see where priority needs are. 8. ANYONE MAY RECEIVE A COMPLAINT 9. ENSURE CONFIDENTIALITY AND WHISTLE BLOWER PROTECTION 2 4

  25. Grievance Prevention Provide sufficient and timely information to communities.- Many grievances arise because of misunderstandings; lack of information; or delayed, inconsistent, or insufficient information. Conduct meaningful community consultations. Build capacity for project staff, particularly community facilitators and other field- level staff.

  26. Group Exercise 1.What mechanisms do you have in place: a. At health centre level; b. Sub county level c. County level 2. Who are the focal persons at each level? a. Have they received an orientation in receiving/logging/resolution and referral? If not when can you do this? b. Have you raised awareness among the community about the GRMs at the 3 levels? How/when with whom? If not, how can you do this. c. Any challenges or suggestions to strengthen the GRM?

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