Governance communication for disaster risk reduction and management : the case of two-selected municipalities in Iloilo, Philippines

Governance communication (GovComm) is an emerging concept. Studies about it in relation to disaster risk reduction and management (DRRM) are not yet thoroughly explored and documented. This descriptive case study was conducted in the two selected municipalities in Iloilo, Philippines � one adjudged to be advanced in DRRM and one that was only starting to carry out DRRM activities. The study involved four key informants and 20 focused-group discussion (FGD) participants from the Municipal DRRM Councils of the municipalities, nine key informants from the barangay [village] councils, and family decision makers � 309 as survey respondents and 40 as FGD participants. This study also used document reviews to gather the data. GovCom is a participatory process involving all stakeholder groups, the government and partner constitutions to assess common problems and needs, work out courses of action, implement activities and evaluate actions' results to achieve shared goals. Compared to Banate, Dumangas has conducted more DRRM activities through the municipal internal revenue allotment (IRA) funds and by involving different municipal institutions even before Typhoon Frank � the extreme event in the municipalities. Banate and Dumangas has exclusive orders, the only policies, supporting the provision of communication services for DRRM before and after Typhoon Frank. While Banate only depended on the Office of the Mayor for DRRM information, Dumangas on the other hand, aside from the Mayor's Office, had other government institutions provided communication services for DRRM before and after Typhoon Frank. Both municipalities used various communication infrastructures or media for the information needs of the constituents. Communication, though mediated and personal, were observed to be top-down. Before Typhoon Frank, Banate's communication personnel were the co-terminus employees and elected officials. Dumangas, on the other hand, had tenured government employees designated as communicators. Communication personnel of the municipalities held other positions in the government. Coordination mechanisms of both municipalities were weak. After Typhoon Frank, coordination mechanism during emergencies in Dumangas became problematic. Newly elected official lacked orientation. Public spheres on DRRM were commonly found in the coffee shops, terminals, public markets and in the municipal buildings. Generally, respondents were knowledgeable and their attitudes were positive towards GovComm from DRRM. Their GovComm for DRRM practices were satisfactory. It was also found out, however, that during weather days and during the disasters the respondents' practices were poor. Contribution of GovComm for DRM to the disaster-preparedness of the respondents' on the two-selected municipalities was poor. It was able to raise them from Level I (not disaster prepared). A GovComm model was proposed to be adopted by the local government and MDRRMC through the establishment of Municipal Communication Center.