Why does network governance fail in managing post-disaster conditions in the Philippines?

Hazel D Jovita,Eko P Purnomo,Dyah Mutiarin,Achmad Nurmandi

doi:10.4102/jamba.v10i1.585

Abstract

Disasters are the litmus test of governance. The inherent complexity of disasters places government agencies and societies in vulnerable situations. This study uses the mixed-method approach to social network analysis in evaluating the network structure of the Philippine disaster management and its implications for disaster governance. A survey was conducted among the target 56 identified disaster response-related agencies and organisations from the disaster management networks of the most susceptible areas in the Philippines – Cities of Cagayan de Oro and Iligan, Province of Misamis Oriental and the overall Region 10 disaster response network, aimed at measuring the existing relationships among member agencies. Forty-four agencies and organisations were able to participate in the survey. Also, key informant interviews were conducted among the representatives of the lead agencies, non-government organisations and survivors of Typhoon Washi. The findings revealed that the mandated tall structure and the lead organisation form of network governance as stipulated in Republic Act 10121 does not work in the regional and local disaster management networks in Region 10, particularly during Typhoon Washi in 2010. At the regional level, such structure does not build interdependencies among agencies, while at the local level, disaster response operations are constrained by bureaucratic protocols making disaster management networks ineffective. At the regional level, where many agencies and organisations are involved, the existing less centralised structure of decision-making should be transformed into a highly centralised structure, while disaster operations should be improved through coordination at all levels of disaster operations and intensified collaboration with non-government agencies.

Highlights

Disasters naturally require decentralised decision-making and intensive human interactions (Kapucu & Van Wart 2008; Kirschenbaum 2004; Mileti 1999)
The value of the density scores suggests that in the Local Government Units (LGUs) of Misamis Oriental, Cagayan de Oro and Iligan City, there are a number of connections among their respective networks
As we take over the disaster operations from the LGUs, we always make sure that we provide the needs of the affected communities by facilitating the processes involved by coordinating with other agencies and organisations across the Region.’

Summary

Introduction

Disasters naturally require decentralised decision-making and intensive human interactions (Kapucu & Van Wart 2008; Kirschenbaum 2004; Mileti 1999). Government institutions are expected to have (Kapucu & Van Wart 2008): the ability to assess and adapt capacity rapidly, restore or enhance disrupted or inadequate communications, utilise uncharacteristically flexible decision making, and expand coordination and trust of emergency response agencies despite the hurly-burly of the response and recovery efforts. In response to the devastating social disruptions caused by typhoons, institutional mechanisms, such as the Republic Act 10121 (2009) or the Philippine law on disaster management, were implemented in 2010. The creation of the Disaster Risk Reduction Management (DRRM) Councils or networks at the national and local levels was aimed to guarantee the coordination and collaboration among government and non-government agencies in the implementation of programmes and policies http://www.jamba.org.za

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Results

Discussion

Conclusion