<![CDATA[This research examines the organizational communication process in managing complaint services for violence against women and children through the SILACAK PERAK system at UPTD PPA Tangerang City. The main problem of this research is that the digitalization of complaint services does not automatically guarantee successful case handling when internal communication among officers and coordination across the organizational network have not run optimally, while the number of complaints in Tangerang City rose from 34 reports in 2016 to 130 reports in 2024. The second problem is that previous studies have focused largely on service standards and responsive communication toward victims, leaving a research gap regarding how communication actually flows within the internal organizational network while a digitally submitted report is being processed. This research aims to understand the organizational communication process in managing complaint services through the SILACAK PERAK system, to identify the patterns of the communication network formed among officers in handling complaint reports, and to determine the communication barriers that arise in managing this digitally based complaint service. This research employed a qualitative descriptive approach with a single case study design within a constructivist paradigm. Data were collected through in-depth interviews with five officer informants comprising the Head of UPTD PPA, the SILACAK PERAK administrator, a sub-district PPA task force officer, a legal consultant, and a psychologist, complemented by an interview with a domestic violence victim who had used the service, along with non-participant observation and a documentation study of Standard Operating Procedure Number 357/DP of 2025. Data were analyzed using the Miles and Huberman model and validated through source, technique, and time triangulation. Guided by Monge and Contractor's Communication Network Theory, the findings show that communication within SILACAK PERAK unfolds in layers and multiple directions, combining formal procedural channels with informal coordination through an internal messaging group. Nine nodes were identified, with the sub-district task force emerging as the central node in a star pattern, while a village-level community network operates as an emergent network beyond the formal structure. The most significant barriers originate outside the organization, namely coordination with the police after case files are submitted, differing authority and budgets across regions, and uneven outreach. These findings affirm that the success of digital complaint services depends on the quality of working relationships and interpersonal competence, not merely technological infrastructure.]]>
