The inherent complexity of disasters places government agencies and societies in vulnerable situations. This research uses cross-sector collaboration as the framework of analysis in looking into how the government manages typhoonrelated emergencies. Primarily, the structure and governance processes of the disaster response network of the most susceptible areas in Region X, Philippines. This study uses the mixed-method approaches to Social Network Analysis and Structural Equation Modelling through Partial Least Squares were utilized in evaluating the network structure and governance processes of the Philippine disaster management and its implications for disaster governance. This research covers the data gathered from the 92 samples (44 respondents, 18 key informants and 30 typhoon survivors) from Region X, Province of Misamis Oriental, Cagayan de Oro and Iligan City. The findings revealed that the mandated tall-structure and the leadorganization form of network governance as stipulated in Republic Act 10121, does not work in the regional and local disaster management networks in Region X, particularly during Typhoon Washi in 2010. Moreover, the findings highlight the role of public managers and the significance of the previous performance of the network in the collaborative disaster management. Further, the findings revealed that the community remains to believe that their respective local officials are capable of helping them in times of need and are therefore can be trusted despite the shortcomings during the 2011 Typhoon Washi. With these, it is therefore concluded that the disaster management structure significantly affects the governance processes of the network. In order for the disaster management network to be effective, the structure of the DRRM network should evolve. Additionally, disaster leadership should be effective enough to provide captivating incentives, build interdependencies and strengthen trust among members through a sustained collaborative activity. The absence of a strong intergovernmental and interorganizational relationships and disaster management champions, disaster response operations in the country will remain in limbo.