Thesis Appendices New

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Appendix A-1
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Appendix A-2
62
Appendix A-3
1.
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Appendix A-4
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Appendix A-5
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Appendix A-6
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Appendix A-7
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Appendix A-8
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Appendix B
ISABELA STATE UNIVERSITY
COLLEGE OF GRADUATE STUDIES
ECHAGUE, ISABELA
“ASSESMENT OF BARARANGAY JUSTICE SYSTEM IN THE POBLACION AREA OF

CAUAYAN CITY, ISABELA”
SURVEY FROM
To Respondent: This study aims to assess the effectiveness of the Barangay Justice System in Poblacion
Region of Cauayan City, Isabela. Please answer the items carefully and honestly. Your
answer shall be kept confidential and shall be solely for research purposes only.
Directions: Answer the following items by putting a check mark (√) on the appropriate space
provided. Please read the following items carefully
Name: (Optional)
PART I: TOPOLOGY OF DISPUTES FILED IN THE BARANGAY AND ITS LEVEL OF

FREQUENCY
5 – Always 4 – Often 3 – Sometimes 2 – Rarely 1 – Never
Indicators 1 2 3 4 5
1. Dispute between families such as infidelity between spouses, maintenance and custody
of children, conjugal properties, intervention of family relatives, and similar conflicts;
2. Dispute between debtor and creditor such as collection of unpaid debt, breach of loan
contract, excessive interest from principal amount of debt, and similar conflicts;
3. Dispute between consumer and retailer such as payment, quality of goods or services
and similar conflicts;
4. Dispute between neighbors such as gossiping, perversion, nuisance, loud noises, and
similar conflicts;
5. Dispute between employer and employee such as payment of compensation, working
conditions, safety of employee, abuse of trust of employer such as embezzlement and
qualified theft or negligence of duties by employee, and similar conflicts;
6. Dispute related to tenancy conflict such as payment of rental fees bills, breach of lease
contract, behavioral conflict between lessor and lessee, and similar conflicts;
7. Dispute related to accidents such as motor vehicle accident, workplace injuries and
other mishaps
8. Dispute related to sexual and gender-based violence such as sexual discrimination, acts
of lasciviousness, seduction, and similar conflicts;
9. Dispute related to real property conflict such as ownership, possession, land grabbing,
boundary issues, trespassing or unlawful entry, and similar conflicts;
10. Dispute related to personal property conflict such as theft, usurpation, damage to
property, negligence, unlawful usage, and similar conflicts;
11. Dispute related to violation of dignity such as false accusation, slander, libel, cyber
libel, public humiliation, verbal abuse, unlawful disclosure of private information, and
similar conflicts;
12. Dispute related to offenses against person such as physical injury, threat, assault, and
similar conflicts;
69
Appendix B
PART II: MAJOR CAUSES OF CONFLICTS AND ITS LEVEL OF FREQUENCY
5 – Always 4 – Often 3 – Sometimes 2 – Rarely 1 – Never
Information Conflict – When parties involved had different or insufficient information related to the
dispute, or when there is disagreement over what data is relevant;
Values Conflict – When there is a question of who is right and who is wrong between parties involved;
Interest Conflict – When there is a question of who must gain something and who should sacrifice
between parties involved;
Relationship Conflict – When there are misperceptions, strong negative emotions, or poor communication
between parties involved. One person may distrust the other and believe that the other
person’s actions are motivated by malice or an intent to harm the other;
Structural Conflict – caused by oppressive behaviors exerted on others. Limited resources or opportunity
as well as organization structures often promote conflict behavior.
1. Dispute between families caused when there is:
a. Information Conflict
b. Values Conflict
c. Interest Conflict
d. Relationship Conflict
e. Structural Conflict
2. Dispute between debtor and creditor caused when there is:
b. Values Conflict
3. Dispute between consumer and retailer caused when there is:
b. Values Conflict
4. Dispute between neighbors caused when there is:
b. Values Conflict
5. Dispute between employer and employee caused when there is:
b. Values Conflict
6. Dispute related to tenancy caused when there is:
b. Values Conflict
70
Appendix B
7. Dispute related to tenancy caused when there is:
b. Information Conflict
f. Values Conflict
g. Interest Conflict
h. Relationship Conflict
i. Structural Conflict
8. Dispute related to gender-related offenses caused when there is:
b. Values Conflict
9. Dispute related to real property caused when there is:
b. Values Conflict
10. Dispute related to personal property caused when there is:
b. Values Conflict
11. Dispute related to accidents caused when there is:
b. Values Conflict
12. Dispute related to violation of dignity caused when there is:
b. Values Conflict
13. Dispute related to offenses against person caused when there is:
b. Values Conflict
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Appendix B
PART III: STRATEGIES IN MEDIATING DISPUTES UTILIZED BY THE LUPONG
TAGAPAMAYAPA IN RESOLVING CASES AND AVERTING VIOLENCE
5 – Very Effective 4 – Effective 3 – Moderately Effective 2 – Less Effective 1 – Not
Effective
1. Ripeness-Promoting Strategies: When parties involved in a dispute realized they
cannot win with further escalation, and the status quo is unacceptably damaging,
mediators then convince them that negotiation is preferable to continued confrontation
2. Convening Processes: The role of convening is to bring disputants to a preliminary
meeting where they will discuss the issues of a conflict and consider options for its
resolution. Tasks involved include assessing the conflict situation, identifying key
stakeholders and participants, introducing options for a resolution process, and
considering ground rules;
3. Conflict Assessment: The initial first stage of mediation and the process of
determining what is going on, who is involved, what options for resolution might be
possible, what procedural approaches might work;
4. Ground Rules: stems from a belief that all parties in a dispute resolution process
should be treated equally and fairly. These rules spell out behavior and procedures that
people consider fair, but tend to abandon when carrying on a fight;
5. Codes of Conduct for Intervenors: Just as ground rules set the codes of conduct for
participants, mediators also have codes of conduct. While some are negotiated on a
case-by-case basis, others are fairly standard and are specified in various existing
documents.
6. Sequencing Strategies and Tactics: Mediators dealing with very large social
conflicts have to skillfully manage a very complex and diverse set of challenges. In
order to do that, these people must think about the best way to order or sequence the
issues involved in their conflict. This essay describes some sequencing models and
tactics
7. Creating Safe Spaces for Communication: Due to misunderstandings, distrust,
and prejudice, communication between parties is often difficult. This essay discusses
various obstacles to effective communication and explores how to create a supportive
climate in which parties feel comfortable discussing their differences
8. Reframing: "Framing refers to the way a conflict is described or a proposal is
worded; reframing is the process of changing the way a thought is presented so that it
maintains its fundamental meaning but is more likely to support resolution efforts.
"Parties can engage in reframing on their own, but it can be extremely helpful to have
a third party (mediator or facilitator) to guide the process.
9. Option Identification: Option identification is an essential step in the process of
resolving any conflict. Once all parties to the conflict have identified the issues under
contention, they should systematically list all options that they see available to them
for advancing their interests. Often this is the most creative step of the mediation
process
10. Focusing on Commonalities: Working towards a solution often requires that parties
both understand their differences and yet focus on their commonalities. This essay
outlines some strategies for locating common ground
11. Caucus: Caucuses are meetings that mediators hold separately with each side of a
dispute in order to keep mediation moving forward. They can be called by the
mediator or by one of the parties to work out problems that occur during the process.
This essay outlines the basic steps of a caucus and their role in effective mediation
processes. It also discusses the downsides of caucusing.
12. Shuttle Diplomacy: Rather than allowing for the exchange of views and
producing compromise, direct communication between the parties may sometimes
make the situation worse. The essence of shuttle diplomacy is the use of a third party
to convey information back and forth between the parties in cases where direct
72
communication is likely to be counterproductive
Appendix B
13. Reality Testing: Sometimes parties believe that they have an alternative or option that
is better than what they will get through participating in mediation. Reality testing
involves asking questions about each party's options and convincing resistant parties
that mediation is their best option
14. Costing: Cost-benefit analysis is a matter of analyzing the costs and benefits of
different options to determine what approach or solution to choose. Costing occurs
throughout the mediation process as parties decide whether or not to participate and
choose among settlement possibilities
15. Action-Forcing Mechanisms: These are mechanisms to get parties to move ahead
when one or more of the parties is stalling.
16. Establishing Trust in Mediation: One important task for mediators is to build and
maintain the parties' trust of the mediation process, the mediators, and between the
parties themselves. When trust levels are high, parties are less defensive and more
willing to share information with other parties at the mediation table and in private
sessions with the mediator.
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Appendix C
Republic of the Philippines

ISABELA STATE UNIVERSITY
Echague, Isabela
CERTIFICATION
This is to certify that the thesis entitled “ASSESSMENT OF BARANGAY
JUSTICE SYSTEM IN POBLACION, CAUAYAN CITY, ISABELA” of
ALFREDA C. ABIS was edited as to its format, mechanics and organization for its
improvement.
This certification is issued this 7 th day of July 2023 at Isabela State University,
Echague, Isabela.
ROBIN V. GUILLERMO, MAEd
English Critic
74
Appendix D
CURRICULUM VITAE
ALFREDA C. ABIS
San Fermin, Cauayan City, Isabela
Fredabis_121190@yahoo.com
Contact No. 0929-495-1038
PERSONAL DATA
Birthday : December 11, 1990

Blood Type : AB+
Height : 5’1”
Weight : 60 kg.
EDUCATION
 Bachelor of Arts S.Y. 2011 - 2015

Major in Legal Management Isabela State University
Cauayan Campus, Cauayan City, Isabela
 Master in Public Administration S.Y. 2017 - Present

Isabela State University
Echague Campus, Echague, Isabela
WORKING EXPERIENCES
 Barangay Secretary
July 01, 2018 - Present
Office of the Barangay Hall, San Fermin, Cauayan City, Isabela
Job Description:
- Administrative and Legislative related functions

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“ASSESMENT OF BARARANGAY JUSTICE SYSTEM IN THE POBLACION AREA OF

PART I: TOPOLOGY OF DISPUTES FILED IN THE BARANGAY AND ITS LEVEL OF

5 – Always 4 – Often 3 – Sometimes 2 – Rarely 1 – Never

communication is likely to be counterproductive

Republic of the Philippines

This is to certify that the thesis entitled “ASSESSMENT OF BARANGAY

JUSTICE SYSTEM IN POBLACION, CAUAYAN CITY, ISABELA” of

ROBIN V. GUILLERMO, MAEd

Birthday : December 11, 1990

 Bachelor of Arts S.Y. 2011 - 2015

 Master in Public Administration S.Y. 2017 - Present

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